Transcript Document

'What do we know about how to improve
performance through management,
leadership and organisation development,
and prove that it works?'
John Burgoyne May 2006
The two link chain:
learning
management
& leadership
performativity
Wealth
MLOD
Context
Link 1
MLOC
Link 2
OP
(wellbeing)
The Session Agenda:
• Performativity: what does and should count
as organisational performance?
• Does management, leadership and
organisational capability matter anyway?
• How do we develop it?
• How do we justify – prove and improve –
the investment?
1. Performativity: what do we
think should count as
successful organisational
performance?
Performativity: what does and should
count as organisational performance?
The usual options:
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The bottom line
Public sector performance indicators
The triple bottom line
The balanced scorecard
Performativity: what does and should
count as organisational performance?
Critical management theory might raise issues about
these to do with
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Equality and fairness in society
Diversity issues
Colonialism
Possible downsides of globalisation
Criticism of the democratically regulated free
market capitalist model
Performativity: what does and should
count as organisational performance?
Leadership and management
establishes, legitimises, and seeks
to achieve, performance goals.
2. Does management,
leadership and organisational
capability matter anyway?
Developing Leaders for Contemporary Organisations
What I want to believe:
Centrality of management
“A country can have endless resources of all sorts
but unless management is applied to these
factors, the productivity of the system will be
close to zero. Moreover, the better the
management, the greater the output will be.
Management effectiveness is the critical factor in
the economic system.” (Farmer and Richman,
1964, p. 57)
Does management, leadership and
organisational capability matter
anyway?
But, one of our most
influential writers on
management disagrees -
Porter M. E. and Ketels C. H. M. (2003) UK
Comtetiveness: moving to the next stage. DTI Economics
Paper No. 3.
…there remains a (diminishing) productivity gap towards
other European countries that has fuelled a debate in the
UK on what further steps might still be missing.
One response has focused on the role of management. In
our view management has not been the root cause of low
productivity. …
Management has, however, often made choices that, while
consistent with the relative strengths of the business
environment in the UK, did not develop competitive
advantage based on innovation and uniqueness.
Does management, leadership and
organisational capability matter
anyway?
We need a third opinion:
Developing Leaders for Contemporary Organisations
Nexus Autumn 2001
Developing Leaders for Contemporary Organisations
‘changing the leadership
activities plus the processes plus
the personalities in failing schools
does make a difference’
‘..within the companies that were
more or less simultaneously
changing their structures,
processes and boundaries, there
was a clear statistical relationship
Surely it is leadership
between this pattern of innovation
that changes processes,
and high levels of performance.’
structures, boundaries
and personalities?
2. Does management,
leadership and organisational
capability matter anyway?
-and if so, how does it work?
The Second Link: how MLOC
contributes to OP : the big four
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Focus
Commitment
Innovation
Efficiency
The Bundle
• Acquisition
• Recruitment
• Team acquisition
• Mergers, takeovers
• Development
• Education, training and development
• Informal learning
• Soft OD
• Utilisation
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Performance management
Career management
Reward systems
Hard OD – Organisation design and
structure
Where is the management,
leadership and organisational
capability that matters?
Rumsfeld Way:
Leadership Wisdom of
a Battle-hardened
Maverick
Jeffrey A Krames
Passion for Excellence:
The Leadership Difference
Tom Peters & Nancy Austin
Back to the
Drawing-Board.
Designing Corporate
Boards for a
Complex World
Colin Carter &
Jay Lorsch
The Deep Blue Sea: Rethinking the
Source of Leadership
Wilfred Drath
Out of the Crisis
W Edwards Deming
•Gung Ho!: Turn on the People in
Any Organization
•(One Minute Manager S.)
•Ken Blanchard & Sheldon Bowles
Leadership Secrets of Attila the Hun
Wess Roberts
The Leadership Genius
of George W. Bush:
10 Commonsense Lessons
from the Commander in
Chief
Carolyn Thompson &
James Ware
Making Common Sense: Leadership
as Meaning making in a Community
of Practice
Wilfred Drath & Charles Palus
Connective Leadership: Managing in a
Changing World
Jean Lipman-Blumen
MANAGEMENT
AND LEADERSHIP
BY THE FEW
MANAGEMENT
AND LEADERSHIP
BY THE MANY
MANAGEMENT AND
LEADERSHIP
AS TOTAL OF
INDIVIDUAL
CAPACITIES
MANAGEMENT AND
LEADERSHIP
AS PROPERTY
OF THE COLLECTIVE
CULTURE
Where is MLOC?
Human Capital and Social Capital
MLOC
by the few
HERO
TOP TEAM
EMPLOYEE
EMPOWERMENT
MLOC
by the many
Human Capital
individual capability
DEVELOPMENT
EDUCATION,
TRAINING AND
DEVELOPMENT
HYBRIDS
CULTURE,
STRUCTURE AND
TECHNOLOGY
Social Capital
collective capability
ORGANISTION
CHANGE AND
DEVELOPMENT
INITIATIVES
3. How do we develop it?
(MLOC)
4. How do we justify –
prove and improve – the
investment?
How do we develop and justify it?
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7.
Where does it work and how?
The variety of methods
Context and context sensitive methods
Method does not matter?
Line of sight
Theory of change – affordance – theory of use
The ‘bundle’ context
1. Where does it work and how?
Bottom line
performance
Integrated MLOD – the ‘bundle’
2. The variety of methods
A bewildering choice:
…and more
Skilfully chosen for
context and outcome?
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Lectures
Cases
Business games
Simulations
Role plays
Coaching
Mentoring
Action learning
Learning organisation
Dialogue
E and blended learning
‘Natural’ learning
3. Context and context sensitive methods
Organisations getting advantage from MLOD use a
variety of methods, but use a greater proportion of
context sensitive methods.
These are methods that use processes that adapt to
learner context.
Examples are coaching, mentoring and action
learning.
4. Method does not matter?
The big three management and
leadership development outcomes:
Open ended evaluation interviews with participants in MLOD
activities suggest three main outcomes, irrespective of the
method and content of programmes:
• Confidence
• Reflection
• Networking
5. Line of sight
The two link chain:
learning
management
& leadership
performativity
THE LINE OF SIGHT………………..
Wealth
MLOD
Context
Link 1
MLOC
Link 2
OP
(wellbeing)
6. Theory of change – affordance –
theory of use
Theory of change – how providers think it works
Affordance – what is actually on offer to learners
Theory of use – what learners use it for
Remember confidence, reflection and
networking
7. The ‘bundle’ context
The Bundle
• Acquisition
• Recruitment
• Team acquisition
• Mergers, takeovers
• Development
• Education, training and development
• Informal learning
• Soft OD
• Utilisation
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•
•
•
Performance management
Career management
Reward systems
Hard OD – Organisation design and
structure
Cases and Examples
• Irish Public Health
• Cabinet Office High Potential Scheme
• Health Foundation – shared leadership in diabetes care
teams
• Registrar leadership training in a ‘turnaround’ NHS
Trust
• Action Learning for Small Business Leaders