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Performance Measurement in Organizational Change

Economy & FinanceBusiness
1 of 14
Performance Measurement in Organizational Change Ranga Ramanujam PhD Krannert School of Management Purdue University
Overview ,[object Object],[object Object],[object Object],[object Object]
Background: IOM Reports on Pathways to Quality Health Care ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Rationale for proposed performance measurement system ,[object Object],[object Object]
Vision of learning-driven transformational change ,[object Object],[object Object],[object Object]
Thinking “organizationally” about performance ,[object Object],[object Object],[object Object],[object Object]
Nadler & Tushman (1989)’s congruence model of organizational performance and change INPUTS OUTPUTS Environment Resources History Strategy Informal Structure & Process Work Formal structure People System Level Unit/Group level Individual Level
Some implications of this model ,[object Object],[object Object],[object Object]
IOM report through the looking glass of this model ,[object Object],[object Object],[object Object],[object Object],[object Object]
How can organizational research help? Provide means to examine the effects of context ,[object Object],[object Object],[object Object]
How can organizational research help? Draw an implementation roadmap ,[object Object],[object Object],[object Object]
How can organizational research help? Aid assessment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Research Agenda – Examples of questions ,[object Object],[object Object],[object Object],[object Object]
[object Object]

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