Theory in Practice: Increasing Professional Effectiveness

(1963). Cybernetics, or Control and Communication in the Animal and the Machine. Technometrics: Vol. 5, No. 1, pp. 128-130.

Cybernetics, or Control and Communication in the Animal and the Machine

Purpose – This study aims to examine the potential for the Performance Prism (Neely et al., 2001) to influence the perceived outcome of a planned organizational change. General Systems Theory (Ruben, 1979; Thayer, 1968; vonBertalanffy, 1975) is used to understand the differences in stakeholder perception throughout the institution. Design/methodology/approach – Thirty-two participants from four educational support services departments and the senior leadership group of a university were interviewed. A grounded theory, constant comparative method (Glaser and Strauss, 1967) was used to generate themes and codes from transcripts. Findings – Findings suggest that implementers failed to adequately assess all employees’ satisfaction and contributions prior to implementation. Using the Performance Prism could have been the key to perceptions of success about the change effort. Research limitations/implications – Research comparing the Performance Prism to implemented planned change efforts not using the Performa...

Evidence for the performance prism in higher education

Higher education institutions (HEIs) are constantly striving for better quality and effectiveness with a paucity of resources, while simultaneously expected to exhibit greater transparency and accountability in their procedures. Academic institutions are facing challenges of restricted funding and severe competition in the current dynamic environment which is creating the need for more effective and efficient utilization of human capital in possession. This study explores the impact of implementation of Performance Management (PMS) on organisational performance in Higher Education Institutions (HEI) of Pakistan. Several reasons make this sector particularly important for this examination: Firstly, Pakistan is a developing economy and in severe need of highly skilled manpower to develop a strong economy. Higher education institutions play pivotal role in this human development. Thus, effectiveness of performance of faculty members of these institutions is very important. Secondly, the implementation of performance management systems is likely to be one of the revolutionary changes in HEIs. Finally, the uses of PMS in HEIs will provide us with a better understanding of its impact on organisational performance. Therefore, this study aimed to explore the impact of Performance management System in HEIs, and how this use of PMS contributes to the employees’ performance and Organisational Performance. An interpretive approach is used to answer research questions and to explore the implementation of PMS in depth by using qualitative data collection methods. The data subjects were faculty members from business schools of the chosen HEIs. A thematic analysis has been done with the help of NVivo software to analyse the semi-structured interviews. This research contributes to the body of knowledge in relation to the impact of performance management system on the organisational perfroamnce of HEIs in general and more specifically in context of Pakistan. Findings of this research has highlighted the critical issues regarding how performance is managed, evaluated and reported by the HEIs in order to control and organize the dynamics that influence the output of HEIs in Pakistan. Moreover, this study contributed that organisational culture have strong influence on the implementation of PMS in higher education institutions in Pakistan.

Impact of performance management system on organisational performance of higher education institutions : a case study of Pakistan

In higher education institutions, people managing academic program may require data and an efficient analysis of the data in order to make well informed decisions regarding program offering, courses offerings, class staffing, etc.. Implementing a business intelligence data dashboard could improve efficiency in data retrieval and optimize data analysis for program management decision making. The purpose of this paper is to present the research, design, and implementation of a business intelligence data dashboard prototype to meet some of these requirements. The dashboard implementation utilized database structure, using ETL procedures, university data was organized and stored in a data mart using in Oracle and managed with SQL queries to retrieve data for the dashboard. The prototype data dashboard shows different types of graphs and tables, even though there were some moderate limitations on overall design due to data complexities. Specifically, the dashboard contains nine different tabs, that can be filtered on the Classes By Term, Section Details, Instructors By Program, and Instructor details by course, by adjusting date ranges or selecting by criteria allows for better views of the data in the dashboards. We enabled automatic data queries programmed for dashboard visualizations, while most data visualizations used were standard, such as line charts and bar graphs. Future work could focus on streamlining the data preparation and automating the dashboard visualizations for even better efficiency in academic program management.

Business Intelligence Dashboard for Academic Program Management

ii ACKNOWLEDGEMENTS iv TABLE OF CONTENTS v LIST OF TABLES x INTRODUCTION PURPOSE OF THE DISSERTATION Introduction 1 Purpose of the dissertation 2 Research questions 9 Organization of dissertation 10 CHAPTER ONE THE NATURE OF ORGANIZATIONAL CHANGE What is organizational change? 11 Why organizational change is an important issue 12 Characteristics of planned and unplanned change 12 The origin of change 12 The “magnitude of change” 12 The effect of planned change on organizations 13 Research on the success and failure of planned change efforts 14 Theoretical framework 19 Core concepts for understanding organizational change 22 Individual reality and meaning 26 The information-communication relationship 28 Communication, social units and meaning 30 CHAPTER TWO APPROACHES TO THE PROCESS OF PLANNED ORGANIZATIONAL CHANGE Strategies for planned organizational change efforts 35 Fundamental research on organizational change 35 Training and the promotion of change 36 Change agents 37 Information gathering and dissemination 37 Focus on productivity and quality-of-work-life (QWL)/quality circles 38 The socio-technical debate 39 Models of organizational change 40 Unfreeze, change, freeze 40 Five-phase model of change 40 Organizational change guidelines 41

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Planned Organizational Change in Higher Education: Dashboard Indicators and Stakeholder Sensemaking--A Case Study.

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Planned Organizational Change in Higher Education: Dashboard Indicators and Stakeholder Sensemaking--A Case Study.