Managing Using the Diamond Principle

Mark W. Johnson

• Publisher: Business Expert Press
• Year: 2018
• Print ISBN: 9781947843783
• eBook ISBN: 9781947843790
• Topic: Business
• Subtopic: Operations
• Index: Business

Change is inevitable, but, poorly handled, can spell disaster. A bold new vision for imple­mentation of new strategies and processes call for an understanding of what is to be changed, based on The Diamond Principle. The Diamond Principle, briefly, is that the people who actually do the work in question need to be consulted before the work is changed, or a new pro­cess is implemented. There is a knowledge diamond in most organizations that will show you where to get the information you need for success in change management. This book will show where to look for the information, how to get it when you find it, and how to implement changes with a view toward success. Written in a conversational style that is easy to follow, examples both good and bad are analyzed to determine what did and did not work, and how implementation of the principles in this book were used to effectuate better performance (or not used, to ruin performance).

Appendix I

Appendix II

Pilot Project for a Multisource Assessment as a PAR Supplement

Level I-III

November 15, 2003

Mark W. Johnson

Secretary of State

401 Mississippi Street

Jackson, MS 39205

The Performance Appraisal Review (PAR) is an important tool in assessing performance and developing a plan of improvement, but it has intrinsic weaknesses when applied to managers, simply because it is an evaluation entirely performed by supervisor of the person evaluated. I believe that the people who work with a manager daily are in a better position to observe and evaluate performance as a manager and a leader, and are thus in a better position to provide feedback to the manager concerning performance. I developed a Leadership Assessment Survey, based on what I learned in CPM classes and from additional research. My supervisor and I refined the survey and developed the process for conducting the survey, then sent it via e-mail to three peers in other divisions and to the employees who report to me. The surveys were anonymously returned to my supervisor, who reviewed the data with me. I then met with those surveyed for their input on the survey and on the entire process. I am now working with my supervisor, HR director and our training officer to implement this assessment approach agency-wide, with the goal being to help all of our managers develop as leaders.

Problem and Issues

The Performance Appraisal Review (PAR) is an important tool in assessing performance and developing a plan of improvement, but has intrinsic weaknesses when applied to managers. All too often, the evaluation of a subordinate supervisor is nothing more than an evaluation of the work product of a division or unit that the subordinate supervises, not an evaluation of the actual supervisor’s performance. For example, if the people who report to me do an outstanding job, but I am little more than a roadblock in their path to successful task completion, I am still likely to have a good PAR—because my supervisor will see the high quality work produced by my division, and rate me accordingly. In order to have an evaluation...

Table of contents

• Cover
• Halftitle
• title
• copyrights
• Abstract
• Contents
• Ackn
• Introduction
• 01-Chapter 01
• 02-Chapter 02
• 03-Chapter 03
• 04-Chapter 04
• 05-Chapter 05
• 06-Chapter 06
• 07-Chapter 07
• 08-Appendix
• 09-Bibliography
• 10-About the Author
• 11-Index
• 12-Adpage