Improving Organisational Performance Assignment - 2

Improving Organisational Performance - Assignment Example Management requires higher attention towards proper understanding of individual differences, needs and behaviors, and any technicalities to facilitate their understanding and management of the organizational complexities. Even though organizational performance is an idea that is perceived through the accurate measures of efficiency, effectiveness and adaptability, its enhancement begins at the bottom most level of elements composed of these measures. A manager has therefore to analyze individual performance measures in order to initiate the process of performance improvement. The main issues to be addressed in the performance improvement process include keeping focus on the measurable results, success driven by employee empowerment, measurement of results to be delivered immediately, and building on the present success for the projection of future success (Armstrong, 1994). Requirements set by the performance improvement process do present some complexities and therefore requires sol utions by an appropriate methodological approach, capable of leading the entire process form the general perspective to a detailed insight and as well from an abstract insight to more practical solutions as can be used within an organization (Alasdair A. K., 1995). In addition, the modeled approach should be pragmatic enough to be applied to an existing setback, which thereafter leads to the requirement of designing processes involving a number of stages of the organizational performance improvement process. Elements of project organization structure The organizational structure of a project is made up of five key elements which include: i. Program Committee This is a temporary body set up to organize and coordinate the workflow of the entire performance improvement program, and also give directives in the program implementation strategies. A program committee consists of a chairperson of the board, top management members, and the program manager; and is headed by the CEO of the cor poration. ii. Program Manager A program manager is an expert and a technocrat who is responsible for the program implementation, appointed by the program committee. He/she is charged with the duties of coordinating of individual project teams, sensitizing the program committee of the status of the ongoing activities, cooperative planning of project activities with the project managers, cooperative design of the project network charts with project managers, and controlling of the implementation of solutions reached within the project. iii. Project committee This is a group of experts, who organize and coordinate the workflow of any individual project and directing its implementation in accordance to the common program plan. A project committee is a collection of both the experts delegated by organization owners and the staff experts to ensure full implementation of the program. The project manager is also a member of the project committee to ensure effective communication between the project committee and the project teams. iv. Project team This consists of experts who are actively involved in the implementation of the project’s activities. Its membership is based on full-time basis. Positions on the project team include the project manager and the project team members. Within the project team is the project manager who is an expert mandated to directly manage the implementation of project activities. A project manager is appointed by the project commi