informal coalitions

Organizational values and performance appraisal

The formal appraisal of performance features prominently in most organizations’ approaches to people management.  Typical aims include providing a structured way of monitoring and evaluating people’s performance; using this assessment to inform aspects of capability development, career progression and employment decisions; and relating it in some way to financial reward.

In many cases, the assessment includes a review of the extent to which individuals are felt to ‘live’ the organization’s values. And it’s this aspect of the overall process that I want to focus on here.

Drucker on communication in organizations

In writing this blog, I have often found myself referring to the work of Peter Drucker.  Much of his thinking still resonates strongly with me today, even though a lot of it originated more than 50 years ago. 

And so it is with his insightful-as-ever comments on communication.

How can HR support its managers in change and OD?

This is the final post in a short series looking at aspects of organizational change and development during a recession. The series expands on some of the points in Annie Hayes's feature article on the topic in HRZone.co.uk.

This final offering examines HR's role in supporting its managers in their leadership of successful organizational change and development.

What is the leaders’ role in OD?

This is the penultimate post in a short series, which looks at the nature, relevance and management of OD/change during the challenging economic climate. It builds on my responses to questions posed by HRZone's Annie Hayes, which feature in her article Downturn downtime? Organisation development in a recession.

This post focuses on how leaders can increase the likelihood of achieving successful organizational change and development.

How can we ensure attempts at change and OD succeed?

This is the fourth post of six, based on the questions posed by Annie Hayes in her feature article in HRZone.co.uk about how OD should be approached in a recession. It looks at how the high failure rate of OD/change initiatives can be overcome, as viewed from an informal coalitions perspective.

Since research consistently shows that around two-thirds of all planned change programmes fail to deliver the intended outcomes, what can managers do to ensure success?