Managing Information and Human Performance: Strategies and Methods for Knowing Your Workforce and OrganizationHuman Resource Development, 2004 - 144 pages How many times have you wished you had better information about your people and your operation ... information that could help you solve problems, make better decisions, avoid costly mistakes and strengthen your ability as a manager? Why fly blind? Keep valuable information flowing upward in your organization-it's easy with this desktop handbook for managers. Managing information and human performance presents the methods, techniques, guidelines and standards you need to know your workforce and your organization-and better meet the challenges of your job and operating environment. This book is packed with indispensable knowledge for managers who don't know how to get better information ... don't try to get it until they absolutely need it ... don't know what to do with it when they do get it ... or don't appreciate its value. |
Contents
Information and Management Success | 1 |
Information and the Management Mind | 11 |
Information and Organizational Management Strategies | 21 |
The Rational Thread | 29 |
Finding the Focus | 41 |
The Role of Consultants | 51 |
The Art and Science of Information | 57 |
Information and Process Improvement | 69 |
The Craft of Query | 77 |
Administering a Survey | 93 |
Analyzing Project Results | 99 |
Managing Information | 107 |
Establishing an Information Utility | 119 |
Taking Advantage of the Information Advantage | 131 |
References | 139 |
Common terms and phrases
action analysis analyzed approach areas better Boogaloo boss Chapter coach Colin Powell confidentiality consultant cost critical culture customer service decisions Development Doug Williams effective effort employees environment equipment example Fast Company feel Flowcharts focus groups goals information gathering information utility internal information interviews issues leadership Likert scale management's managers need ment methods micro-manage negative observation ongoing operations optimize organization Organization-wide organizational and workforce organizational architecture Organizational Assessment Organizational Climate organizational information Organizational Rationality organizational study paradigms percent performance reviews person poor problems productivity purpose Putnam Investments Quality Conditions Review questions Rationality Audit reason requires responses rewards safety sense situation staff standards Steve Young strategy supervisor survey tend things tion Trent Dilfer true turnover understand Vince Lombardi workforce and organizational workplace