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Performance Management System

Notes ?

Did u know? Meaning Enhances Effi ciency
Today’s illusion that power and authority alone can produce results are over. And in the
present context, it is hardly conceivable to give orders without indicating the how and the why
of what is being requested. In other words, meaning enhances effi ciency.

In the eagerness to face the challenges of competition some of the organizations have forgotten
the importance of building capabilities and focus their attention excessively on the performance.
They are attracted to the management bandwagon of bookshelf and haphazardly introduce certain
ideas which lead to more confusion/dilemma within the organization. Such casual approach of
building competitive edge is not only disastrous, but also affects the bottom line.

Therefore we can say if an organization has to survive or sustain the current and future challenges
of global competition, the only way is to adopt the Learning Path to Build capabilities and hence
the importance of learning organization.

11.1 Creating a High Performance Learning Environment:
The Leadership Challenge

The leaders of any large-scale organizational change quickly learn that it’s not enough to develop
a new and improved set of strategies, structures and work processes. Inevitably, those formal
initiatives run headlong into stiff resistance from the “informal organization”— the deeply
entrenched social fabric of the enterprise.
Consequently, change leaders face two alternatives. They can leave the existing culture intact,

try to work around it, and then watch helplessly as their change initiative first stalls, and then
collapses, Or they can roll up their sleeves and undertake the daunting task of reshaping the
organization’s values, beliefs and behavior in ways that support its new business requirements.
The ultimate goal, in our view, is to create a high-performance operating environment. Simply
put, that requires aligning the business strategy with the working environment – the way people
do their jobs, relate to their co-workers and interact with their customers. Of course, there’s
nothing simple about it, and with good reason; experienced leaders often observe that when it
comes to organizational change, “the soft stuff is the hard stuff.”
Why is it so hard to change the operating environment? The answer goes to the very heart of
successful organizational change-the ability, over time, to significantly alter the perceptions,

behaviour and performance of large number of people in pursuit of clearly articulated strategic
objectives. Inspired strategies, creative organization designs and streamlined processes, by
themselves, will not produce lasting change in the way an enterprise conducts its business.
Profound shifts in organizational performance require fundamental changes in individual
behaviour.
And yet, experience shows that most organizations, faced with the threats and demands of
complex change, will focus on changing their strategy, structure and work processes but avoid
tackling the operating environment. That’s understandable; the immediate demands of running
the business, responding to customers, complying with legal requirements, and meeting fi nancial
goals – all have an undeniable immediacy.
On the other hand, issues involving people and the operating environment somehow seem less
critical, and are easily shoved aside in favour of more pressing concerns. Nevertheless, there’s
great danger in leaving the operating environment to linger on the back burner. All too often, the
existing operating environment is replete with behaviour, attitudes and beliefs that undermine
the change effort and make it inherently impossible to successfully implement the newly crafted
strategy, structure and processes.

118 LOVELY PROFESSIONAL UNIVERSITY