Performance Management for Agile Organizations

Part I. The Agile Enterprise

1. Profit Measures the Past—Agility Predicts the Future
Tim Baker

2. The Characteristics of Agility
Tim Baker

3. Seven Dimensions of Agile Performance
Tim Baker

Part II. Myths Blocking Agile Performance

4. Management Myth # 1—Job Specification Improves Performance
Tim Baker

5. Management Myth # 2—Quality Systems and Processes Guarantee Good Outcomes
Tim Baker

6. Management Myth # 3—The Job Description Helps the Employee Understand Their Organizational Role
Tim Baker

7. Management Myth # 4—A Business is Best Organized around Functions
Tim Baker

8. Management Myth # 5—A Satisfied Employee is a Productive Employee
Tim Baker

9. Management Myth # 6—A Loyal Employee is an Asset to the Business
Tim Baker

10. Management Myth # 7—A Technically Superior Workforce is a Pathway to a High-Performing Business
Tim Baker

11. Management Myth # 8—Employees Can’t Be Trusted with Sensitive Information
Tim Baker

Part III. The Right Culture for Agile Performance

12. A New Psychological Contract for Managing Agile Performance
Tim Baker

Nyckelord: Business and Management, Human Resource Management, Business Strategy/Leadership, Organization, Innovation/Technology Management