What is a performance based organization?
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any organization, whether a govnernment or a private one, can be performance-based. \n\nbeing performance-based simply means you employ a systematic approach to iimprove the performance of the company and its employees through an ongoing process of establishing strategic performance objectives; measuring performance;\ncollecting, analyzing, reviewing, and reporting performance data; and using that data to drive performance improvement.\n\nbeing performance-based has many advantages.\n\n1. being performance-based helps the company focus on strategic goals, in the reaching of the goal, not in the number of activities.\n \n2. It provides a mechanism for accurately reporting performance to upper management and stakeholders. Performance-based management takes the guess work out of "How are we doing?" because all work is planned and done in accordance with the strategic performance objectives, the end result is an accurate picture of individual, program, and organizational performance.\n\n3. it brings all "interested" parties into the planning and evaluation of performance. Performance-based management brings customers, stakeholders, employees (i.e., those who do and/or are most familiar with the work), and management together to plan strategies and goals and to evaluate results. It is the antithesis of the "command and control" style of management of the past. The key word is involvement.\nPerformance-based management involves those who should be involved in the process.\n\n4. It provides a mechanism for linking performance and budget expenditures. At the beginning of the cycle, performance-based management provides a framework for showing what goals will be accomplished and what resources will be necessary to accomplish those goals. At the end of the cycle, it shows what was actually accomplished and what resources actually were used to achieve those results. Thus,\nperformance-based management takes the uncertainty out of budget allocations and provides an effective accounting for dollars spent.\n\n5. It represents a "fair way" of doing business. Performance-based management represents fairness. Decisions on budget allocations, employee promotions, work assignments, reward and award distribution, and the like are based on objective performance planning/results, not on appearance, personality, or other forms of favoritism.\n\n6. It provides an excellent framework for accountability. Performance-based management ensures accountability for results.
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Organizational Development
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It is the action to place all resources where they fit the best to accomplish a purpose.  This action comes from someone who is a leader, visionary, mentor, counselor and supervisor with knowledge of a specific area.
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How about...\n\nI am an independent thinker who takes the initiative for performance improvement and am able to learn new skills quickly.\n\nOr... I look forward to both contributing and expanding my skills within your organization.\n\nYou don't want it to sound like they are going to have to teach you everything, unless it is a position where they have stated that they are willing to train the right person.\n\nGood luck!
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Think about the levels of hierarchy. If it is a flat structure, this will enable decisions to filter down throughout the organisation much quicker- think how this would be a great help in a fast paced industry environment. \nNow think about the opposite and talk about bureaucracy. \nNow talk about how the structure can affect culture, for eg in a tall organisation there will be more opportunity for promotion (an incentive) but at the same time it may mean more departments (talk about a culture of rivarly instead of teamwork and how this will affect performance)\nevaluate how different structures can work and how the success depends on the type of industry and also on others things other than structure for eg the business plan\n\nHope this helps, any questions email me
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"charisma contributes unique variance to performance after the effects of contigent reward are considered"\n\nwhat it boils down to is this: people who are real leaders will always "just be able to" motivate their people more than someone who is just going through the motions - even when they are doing the motions by the book :)
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It is the function in an organization that determines the amount of materials that the organization will need for a specific business function.\n\nFor example:  The organization that produces the Dawn Soap bottles for Proctor and Gamble have to determine how much raw plastic they are going to need on a day to day basis so that they can produce a sufficient amount of bottle molds to match P&G's production output.
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Workplace performance can be measured and performance is usually higher if the workers are happy and interested in their work.\nHaving a positive atmosphere is conductive to a good workplace environment.
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For how many years?  Different companies do different things + never assume that previous performance is a reflection of the future performance :)\n\nRival\nPS.  Google maybe?
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A nonprofit organization  is an organization whose primary objective is to support some issue or matter of private interest or public concern for non-commercial purposes. Nonprofits do not operate to generate profit, and this characteristic is popularly considered to be the defining characterisitic of such organizations.
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Organizational Effectiveness\n\nWhy is balancing such a difficult act for leaders and organizations to achieve these days? \n\nWhy do we waste precious energy struggling to become more independent while working in an interdependent environment?\n\nWhat if we could significantly improve individual and team productivity and organizational effectiveness with existing resources?\n\nBALANCE, ENERGY and ORGANIZATIONAL EFFECTIVENESS are key elements of successful business enterprises. \n\nThe HPS Mobile Enterprise™ was conceived as a metaphor representing the parts of an enterprise. A mobile – like any business - can be simple or extremely complex and can include few or many parts – shapes, sizes, color - which are all interconnected and, at least to some extent, interdependent. Changing (i.e. adding, eliminating, restructuring, etc.) any part can significantly affect the balance of the mobile and, ultimately, organizational effectiveness. \n\nWebster’s dictionary defines mobile as follows: adj. – 1. Capable of being moved or moving. 2. Changing readily in mood, expression, or appearance. 3. Enjoying or affording opportunities for change from one social status to another. – n A sculpture consisting of parts that move, especially in response to air currents. \n\nEXEMPLARY LEADERS ensure that all parts are balanced and energy is focused toward desired outcomes in order to maximize individual and team productivity and organizational effectiveness. Leadership Development\n\nEXEMPLARY LEADERS create and sustain an organizational environment and culture whereby: \n\nA compelling vision is established and sense of purpose is understood \nClear and timely communication occurs using effective voice systems \nEmployees are inspired to perform at their best and sustain their best performance \nKey talent retention is improved and employee attrition declines \nInnovation and creativity are fostered at all levels of the organization \nEmployee morale, motivation and satisfaction levels are improved \nSuperior customer service is delivered and competitive advantage established \nBusiness results reflect high-performance throughout the organization \nHuman Performance Strategies combines traditional cognitive intelligence (IQ) with non-cognitive intelligence (EI) to help leaders perform at their best and inspire the best from their people. Combining and leveraging these distinct competencies forms a foundation for leadership effectiveness and achieving full organizational potential. In simple terms: IQ + EI = 100% of POTENTIAL. Emotional Intelligence \n\nHuman Performance Strategies will soon introduce some exciting new research-based information regarding organizational effectiveness. This new concept is called ORGANIZATIONAL INTELLIGENCE and will underscore the significance of the HPS Mobile Enterprise™ to an even greater extent. \n\nEXEMPLARY TEAMS achieve and sustain high-performance levels on a consistent basis. High-performance teams do not evolve randomly or arbitrarily. Exemplary leaders must facilitate a progression of developmental stages to create the conditions for high-performance. Exemplary leaders understand and leverage this progression to improve individual, team and organizational performance. High-Performance Teams\n\nEXEMPLARY ORGANIZATIONS achieve and sustain maximum effectiveness or 100% of POTENTIAL. The TRUE POTENTIAL of an organization occurs when individuals and teams are aligned, energized and committed to accomplish or perhaps exceed business goals and objectives. Closing the GAP between the present and potential often translates to performance improvement and productivity gains enjoyed only by world-class enterprises. \n\nHuman Performance Strategies offers a fully integrated systems approach to improve individual and team productivity and organizational effectiveness. If you are interested in learning more about how world-class enterprises achieve and sustain 100% of POTENTIAL at the individual, team and
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Employee motivation effects overall performance a lot, how? Well, when I'm motivated I want to do a good job and for me to do a good job I have to be organized. Otherwise, I feel overwhelmed by whatever's not organized so I end up focusing on that rather than my job.
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Performance and availability issues, as they relate to scalability. \n\nWhat are you Requirements are they relate to  \n\nResponse time\nThroughput\nData availability / Operating schedule \nCapacity\n\nConcurrency
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It engages two artistic disciplines; theatre and dance. Sometimes it's hard to decide whether a performance is; theatre with elements of dance or dance based with elements of theatre.\n\nThen of course there is the arguement that any choreographed movement is dance or even that any movement at all is dance. If you believe this then all theatre incorporates dance.\n\nA really interesting company to look at is DV8. They are often studied as part of dance performing arts curriculum's in England.
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it is a style of management where power and authority are kept with few key people in the organization, and not delegated to others down the hierarchical chain. its quite similar to autocratic style of management
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Business process reengineering (BPR) is the analysis and redesign of workflow within and between enterprises. BPR reached its heyday in the early 1990's when Michael Hammer and James Champy published their best-selling book, "Reengineering the Corporation". The authors promoted the idea that sometimes radical redesign and reorganization of an enterprise (wiping the slate clean) was necessary to lower costs and increase quality of service and that information technology was the key enabler for that radical change. Hammer and Champy felt that the design of workflow in most large corporations was based on assumptions about technology, people, and organizational goals that were no longer valid. They suggested seven principles of reengineering to streamline the work process and thereby achieve significant levels of improvement in quality, time management, and cost:\n1. Organize around outcomes, not tasks.\n2. Identify all the processes in an organization and prioritize them in order of redesign urgency.\n3. Integrate information processing work into the real work that produces the information.\n4. Treat geographically dispersed resources as though they were centralized.\n5. Link parallel activities in the workflow instead of just integrating their results.\n6. Put the decision point where the work is performed, and build control into the process.\n7. Capture information once and at the source. \n\nBy the mid-1990's, BPR gained the reputation of being a nice way of saying "downsizing." According to Hammer, lack of sustained management commitment and leadership, unrealistic scope and expectations, and resistance to change prompted management to abandon the concept of BPR and embrace the next new methodology, enterprise resource planning (ERP).
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I think it's a little bit of both.  It's a science because you have to manage finances, budget, efficiences but it's an art as well because you manage people and you can't treat people as just numbers on a ledger.  An effective manager is also a leader and leadership is definitely an art.