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Key Learning Points
The ideas and concepts gained from the article are critical towards the best organizational management. There are certain learning points that can help the reader embrace the best performance systems and deliver new organizational values. The first learning point is the idea of “performance plumbing”.
The authors used the term “plumbing-in” to denote the appropriate method that can help managers implement the best performance management systems (Meekings et al. 2009). The other learning points include performance action, performance architecture, organizational focus, and business insight.
These elements can help managers identify the best management systems in order to deliver real organizational values. Plumbing, performance measures, and organizational structure are critical phrases that give the article a “powerful” meaning.
Critical Analysis
The ideas in this article are applicable towards better business performance. To begin with, the authors have a wide experience in business consultancy. This makes them “authorities” in the subject. The article offers clear definitions of phrases and terms thus making it easier for the reader to get the targeted meaning.
The authors have used clearly defined examples and comparisons thus making the article significant. The article presents useful insights to help managers “inject” new incentives and performance management systems in order to achieve the best organizational results.
These strengths make the article an outstanding source of information. The only weakness is that the article does not use a formal research (Meekings et al. 2009). This explains why the findings may not be accurate or applicable without further testing and analysis.
I have agreed with the authors because the article offers some of the best ideas and strategies towards successful organizational management. The authors have used numerous examples and comparisons to elaborate their ideas. The example of a “washing machine” helps the reader relate the same to an organizational performance system.
The authors explain how organizations can embrace the best performance architecture. This will enable the right people to come together and promote organizational performance. The managers can provide the best information and make the needed decisions. The article mainly focuses on performance and not data.
The authors use the “plumbing-in” concept to explain decision-making can make an organization successful. The authors also encourage managers to assess performance. Managers can use assessments to predict future performance and make positive decisions (Armstrong, 2009).
The article is acceptable because it encourages employers and managers to embrace the spirit of empowerments. Every employee requires constant encouragement and provision of proper guidelines.
It is necessary for senior managers to reaffirm the importance of performance improvement (Meekings et al. 2009). The authors have used such distinctions to explain how leaders can successfully manage their organizations.
Positive performance is the main goal of every business organization. The authors have introduced the importance of performance management systems. The article explains the importance of using managerial systems to monitor performance and provide new incentives.
Empowerment and mentorship should follow a “top-down” pattern in order to achieve tangible results. The article explains why the concept of “plumbing-in” can present new potentials for different organizations.
Managers can obtain and analyze organizational data using different management systems (Wade & Ricardo, 2001). The use of performance improvement systems or software can make any organization successful.
Organizational success depends on the existing managerial strategy. This article explains how performance measurement can help an organization realize its goals through proper managerial frameworks. Such frameworks include the use performance software and “plumbing-in” strategies (Meekings et al. 2009).
The article offers the best insights because plumbed-in performance strategy and improvement presents numerous benefits for any organization.
Managers and leaders should use such strategies in order to make their organizations successful. This article is a useful piece of information because it offers valid ideas and concepts that can make any organization successful.
Applying the Subject Matter in a Real Business Case
The subject matter from the article is applicable in a real business scenario. Organizational performance depends on the incentives, strategies, and decisions existing in a business. I believe the ideas in the article can benefit any real business. For example, I believe the concept of “plumbing-in” can work miracles at my place of work.
The important thing is for the topmost managers to design the best performance architecture. The approach will bring employees together. Managers can use this idea to make the needed decisions and address the existing challenges in the organization.
The managers can use the best management system to gather the best performance data. Business leaders can use the obtained data to make decisions and implement new organizational changes (Zairi, 2010). I also believe that the managers at my workplace rarely empower the employees.
The use of performance management systems will collect useful data and empower the employees. The managers at the workplace will achieve this goal through encouragement and continued organizational improvement.
The above concepts and ideas are applicable in any organization. The concept of “plumbing-in” encourages managers to appreciate the importance of decision-making and performance actions in an organization. Such elements ensure the management system delivers the targeted values.
Certain practices such as employee empowerment, decision-making, and business analysis explain why the ideas from the article can practically work in a real business case.
Reference List
Armstrong, M 2009, Armstrong’s Handbook of Performance Management: An Evidence based guide to delivering high performance, Kogan Page, New York.
Meekings, A, Povey, S, & Neely, A 2009, ‘Performance Plumbing: Installing Performance Management Systems to Deliver Lasting Value’, Measuring Business Excellence, vol. 13. no. 3, pp. 13-19.
Wade, D & Ricardo, R 2001, Corporate Performance Management: How to Build a Better Organization Through Measurement-Driven, Strategic Alignment, Butterworth and Heinemann, Oxford.
Zairi, M 2010, Performance Excellence: A Practical Handbook. Publishing House, New York.
Do you need this or any other assignment done for you from scratch?
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NB: All your data is kept safe from the public.