Improving Business Performance1399870

An often unstated purpose of any organisation, irrespective of sector, should obviously be to do to as high a level as you possibly can. But the gender chart that drives Visitor Registration? Why is the gap relating to the best and everyone else? Performance is exactly what counts, it will be the factor through which everything and everyone seems to be measured. Personal and business objectives are positioned using the overriding intent of driving better performance and improved outcomes. How much performance being achieved boils down to exactly who do, peak performance is all about doing the proper things at the proper time. Its about behaviour, all performance whether bad or good is driven from this. This is correct across all fields of human endeavour including sport, behaviour drives results.

It's not to state that process and procedure do not have their place, naturally they certainly. Defined procedures provide framework and structure, and in turn facilitate more consistent plus more focused behaviour. But there must be an equilibrium, rigid and slavish approaches stifle creativity and limit individuals flexibility to reply to change. One constant that most organisations should answer is change, whether externally or internally driven it needs to be managed. Means of doing things that worked previously become ineffective or inappropriate, change of behaviour gets a requirement - indeed business survival may rely on it. The place to begin for improving performance would be to know very well what will be done currently, this means observing and measuring current behaviour. In case you cant measure it you cannot deal with it, this also causes it to be very challenging improve it. Knowing exactly what you do and the results this provides, there is an power to challenge the different elements of this and choose the correct changes to produce. This will likely involve changing current behaviour. There were various management fads for example 'Business Process Re-engineering' that have been intended to drive required change. As the intent was good, as the name implies the focus was all on the process and extremely often the people mixed up in the process were sometimes a secondary consideration or broadly ignored. New process and procedure was then imposed on individuals who often felt resentful of this or undervalued, unsurprisingly the resulting change was often minimal and often negative and disruptive. Teams dont suddenly change behaviour as they are told to. Difference in behaviour by individuals drive alternation in team behaviour and gratifaction. Its an interesting part of human behaviour that individuals tend to change since they desire to, not because they're told to. People dont generally being a lot of change, it threatens their comfortable zone. This can be another regular failure point in organisational change plans, they generally expect people to change even though they say to them to. Its a lot more effective to have individuals bought directly into required change instead of try and impose it. An effective means of carrying this out is always to ask the individual doing the job what you can do to boost its usefulness, nobody knows superior to them, when it's their idea they'll both embrace and drive the behavioural change required.