Organizing work for better performance management

Driven by changing priorities or technology, each administrative period has witnessed efforts to organize and reorganize work. Pre-World War II efforts frequently focused on defining the optimal shape and size of organizations in order to respond to increased demands for services as well as to the perceived need for greater control over employees involved in specialized tasks and assignments.

In recent years, information technology and the prevalence of complex, multifaceted problems have led toward more fluid, networked organizations that are flatter and feature greater responsibility for employees. Frederick Taylor-like efforts to control and specialize work processes were eventually superseded by "reinventing" and "reengineering" efforts aimed at increasing the timeliness, efficiency, and responsiveness of work while reducing mistakes. Thus, over time, work and work processes continue to be rationalized in the face of new priorities and possibilities.

More about performance management

Pathways to Performance

Organizing work for better performance management

Managing employees for better performance management

Measuring performance

Overcoming resistance for better performance management