This book provides managers, leaders and practitioners with a dynamic framework that links several variables associated with performance management which can be applied across organizations and industries worldwide. Based on empirical evidence and experiences, this book provides a critical understanding of the interrelationship of organizational culture with performance management process (PMP) planning and implementation. The elements of the framework are approached from a macro-level-view and are balanced with conciseness and realism based on applied success studies, making this book a valuable educational, training and development resource tool for leaders and managers at all levels. The topic of performance in organizations is like the weather-everyone likes to talk about it, but few understand what is truly happening-or understand why? Individuals and organizations are no different when it comes to performance, regardless of performance level of focus: individual, team, unit, or organization-wide. Teams and organizations often miss opportunities to not only improve performance, but also leverage and sustain high performance. Organizational performance, organizational culture and organizational success are interrelated and should reinforce one another. This can be achieved through an effective performance management process (PMP) that lives, functions and thrives at multiple levels within institutions. This book will help organizations and institutions achieve performance management success by identifying comment elements, along with some patterned variation, that are applicable to a successful PMP. Featuring hands-on resource reference tools for immediate use and application, this book is useful for leaders, managers, scholars, students and policy makers in management, leadership, and organizational culture.

This book provides managers, leaders and practitioners with a dynamic framework that links several variables associated with performance management which can be applied across organizations and industries worldwide. Based on empirical evidence and experiences, this book provides a critical understanding of the interrelationship of organizational culture with performance management process (PMP) planning and implementation. The elements of the framework are approached from a macro-level-view and are balanced with conciseness and realism based on applied success studies, making this book a valuable educational, training and development resource tool for leaders and managers at all levels. The topic of performance in organizations is like the weather-everyone likes to talk about it, but few understand what is truly happening-or understand why? Individuals and organizations are no different when it comes to performance, regardless of performance level of focus: individual, team, unit, or organization-wide. Teams and organizations often miss opportunities to not only improve performance, but also leverage and sustain high performance. Organizational performance, organizational culture and organizational success are interrelated and should reinforce one another. This can be achieved through an effective performance management process (PMP) that lives, functions and thrives at multiple levels within institutions. This book will help organizations and institutions achieve performance management success by identifying comment elements, along with some patterned variation, that are applicable to a successful PMP. Featuring hands-on resource reference tools for immediate use and application, this book is useful for leaders, managers, scholars, students and policy makers in management, leadership, and organizational culture.

If you are a: Front-Line Manager, Supervisor, Department Head, Foreman, Section Leader, Group Leader, Team Leader, Project Leader, Sergeant, Squad Leader, Teacher/Educator, Coordinator, or Senior Professional then you are a First Line Leader. You are your organization's first line of offense and defense. So what do First Line Leaders typically do? They make short-term decisions that directly impact and guide the performance of team members or subordinates. For instance, a sergeant drills his squad ahead of deployment; a store department head coordinates shift schedules; and a teacher guides a student's daily work activity. First Line Leaders provide direction or coaching to non-supervisory personnel and typically provide performance assessment and recognition of team members. You and your organization may not recognize, respect, and appreciate your significant role as a First Line Leader, and when your significance is not recognized, utilized, and reinforced -- you become a sleeping giant. It's time to ask the difficult question: Am I a sleeping giant? Organizations tolerate sleeping giants because training and development of giants requires attention, effort and money. Has your organization under-trained and under-developed you? Is your organization being shortsighted about your potential to contribute? A "yes" answer to either question is the sound of being subdued and lulled to sleep. If this is the case, you and your organization are in trouble Sleeping giants -- THIS IS YOUR WAKE-UP CALL Waking-up means there is a new awareness that you need to be both an effective manager and an effective leader. Do you know what "effective" truly means? Giants are looked up to because they stand out. But standing out for being an eyesore is vastly different to standing out for inspirational management and leadership.