An organisation’s culture is sharply revealed in the way that its people talk to one another. Important work tasks are achieved through this talk: managing performance, project planning and review, identifying and managing errors, risk assessment and management. So the quality of interaction between people is a key indicator of performance. When an organisation improves… Read more »
Managers who take time to build and maintain relationships with staff will notice early signs of trouble and be able to take action. Where managers do not pay such attention, situations can emerge and reach crisis point before they realise that anything is wrong. So getting to know and understand staff is key to effective performance management.
A common complaint made by those who perform well in organisations is that they’re left to “get on with it”. It is the poor performers, those who obviously need support, who get the lion’s share of the manager’s attention. The result can be that high performers begin to drift or to feel dissatisfied and the manager fails to notice vital signs.
Individual academics have spent the last 3-4 years working hard to get high quality research submissions together. That hard work is reflected in the RAE results. However, the landscape is changing, creating new demands for leaders within HE. How do you respond?
Today we’ve been delivering workshops at a diversity conference organised by Glasgow Caledonian University.