Most people understand the importance of objectives and the link between having objectives and accomplishing results. However, there is a difference between a well-defined objective and a poorly developed objective both in how they are constructed and in what they ultimately lead to. In this article, we explore three levels of objectives, provide…

Grounded in the work of W. Edwards Deming, this article describes the basics of systems thinking, viewing a business as a system, and contrasts improving a system with solving a problem. The article uses the human body as a metaphor to describe the various aspects of viewing a business as a system at the concept level and maps the Deming cycle,…

Defines performance technology to include impacts on society; serving clients; keeping the organization's success in view; ISD (instructional systems design); training needs analysis; combining solutions and improvement strategies; and supporting the organization's ability to become or remain competitive in its current and potential marketplace…

One way to define culture is "the way a group of people prefer to behave." The trick for organizational leaders is to find ways to ensure that the company culture, that is the way their people prefer to behave, is supportive of what is needed to successfully deliver the company strategy. Using a criteron-referenced approach, we can first examine…

Presents a preliminary code of professional conduct for the performance technology professional. Discusses the changing focus and role of organizations within our society; responsibilities and ideals of professionals, customers, clients, and society; and the need for a different label for the field of human performance technology. (Contains 19…

Suggests that one of the most important keys for improving individual and organizational performance is in developing and strengthening intellectual capital (IC) and explores the similarities and differences between the concepts of intellectual capital, human capital, and knowledge management. Presents four IC characteristics and addresses the…

Problems with implementation of the No Child Left Behind Act (NCLB) can be assessed in light of change management theory. Viewing stakeholders collectively as a corporate entity supports employing change management strategies to make the NCLB work. Examining ways that organizational controls and change management can work together points to…

The nature of project management is change. Even though all knowledge areas in the Project Management Body of Knowledge (PMBOK) are rooted in controlling change, none of these areas specifically addresses the human elements of change. There is a significant distinction between directly controlling change relative to the nonhuman aspects of a…

Reviews management changes that companies have made over time in adopting or adapting four approaches to organizational performance: employee involvement, total quality management, re-engineering, and knowledge management. Considers future possibilities and defines a new view of what constitutes effective organizational design in management.…

Discusses how an organization can demonstrate leadership and character through its operating principles and practices based on experiences at the Metro West Airports Authority (MWAA). Explains how the MWAA made the transition from a department within the federal government to an independent, not-for-profit organization. (Author/LRW)

Discusses the organizational mindset of human performance technology (HPT) practitioners at the 2001 International Society for Performance Improvement (ISPI) International Conference. Outlines the framework for organizational alignment, the importance for gatekeepers (those who provide access to the company to outsiders; need to development of a…

Generalizes the corporate mission, values, strategy, tactics model and applies it to basic personal life questions based on experiences at the Performance Development group of Walgreens. (Author/LRW)

Defines organizational capacity as the level of an organization's capability to deliver services and products that satisfy customer expectations and anticipate future marketplace opportunities. Considers the organization's past performance record; product and process capabilities; issues in capacity analysis; and tasks that are recommended for…

Explains the balanced scorecard as a management system that provides a framework for strategic measurement which translates the vision and strategy of the organization in operational terms by four indicators: financial, process, employee and client satisfaction, and results. Also considers the importance of cultural differences in performance…

Explains shared services, where common business practices are applied by a staff unit focused entirely on delivering needed services at the highest value and lowest cost to internal customers. Highlights include accountability; examples of pioneering shared services organizations; customer focus transition; relationship management; expertise…