Management System Competency Model and Development Program

2018 ◽  
Author(s):  
Mark S. Jean ◽  
Lynn A. Sikorski ◽  
Laura P. Zaleschuk
Keyword(s):  
Performance Management ◽  
Management System ◽  
Development Program ◽  
Competency Model ◽  
Management Systems ◽  
Success Rates ◽  
Road Map ◽  
Person Perspective ◽  
And Performance ◽  
Measurement And Evaluation

The pipeline industry continues to look for ways to improve its compliance and performance. Management systems have increased prevalence in the pipeline industry, with recognition that carefully designed and well-implemented management systems are the fundamental method that should be used to keep people safe, protect the environment and align organizational activities. Experience has shown significantly better success rates with management system implementation, both in terms of the quality and speed, when the person responsible for the design, implementation and sustainment of the management system has an integrated set of technical and enabling competencies. However, there is currently no standardized competency model that can be used to support a Management Systems Professional’s specialized knowledge and skills. The paper outlines the competencies needed by individuals to be effective in the design, implementation, measurement and evaluation of management systems. Applying a ‘whole-person’ perspective, the model includes business, relational and technical competencies that contribute to performance excellence for management system practitioners, including outlining example behaviours at target level performance and proficiency, and supported by a defined body of knowledge. This paper describes the Management System Competency Model, including how it can be used to create a position-specific development program for application within various organizations. This research establishes a basis for the creation of a practical, systematic and easy to use development road map for individuals and organizations who use or leverage a management system.

scholarly journals Quality Management in the Higher Education of the Republic of Moldova as a Framework for University Performance

2017 ◽  
Vol 64 (4) ◽  
pp. 431-446 ◽  
Author(s):  
Veronica Prisacaru ◽  
Aurelia Litvin
Keyword(s):  
Higher Education ◽  
Quality Management ◽  
Performance Management ◽  
Management System ◽  
Higher Education Institutions ◽  
Management Systems ◽  
Quality Management Systems ◽  
Republic Of Moldova ◽  
The Republic ◽  
And Performance

Abstract This investigation is focused on two objectives: 1) explaining the relationship between quality management and performance management in higher education; 2) evaluating the existing quality management systems in the higher education institutions of the Republic of Moldova. In order to accomplish the first objective, a comparative theoretical analysis of the quality management and performance management was carried out in terms of common aspects and distinctive peculiarities. Consequently, it was reasoned that the performance management system of a higher education institution is created and functions on the basis of the quality management system by extending the area of the quality objectives to the level at which they will ensure performance or, in other terms, by moving towards excellence. In order to achieve the second objective, an opinion survey for the teaching and managerial staff from 6 universities was carried out. As a consequence of processing the obtained results, there were identified problems related to the functioning of the quality management systems. The investigation resulted in the formulation of a set of recommendations for the higher education institutions of the Republic of Moldova in order to increase the efficiency of the quality management systems functioning and thus to ensure an efficient management.

scholarly journals Stakeholders and Performance Management Systems of Small and Medium-Sized Outpatient Clinics

2020 ◽  
Vol 12 (1) ◽  
pp. 211-222
Author(s):  
Piotr Korneta
Keyword(s):  
Performance Management ◽  
Management System ◽  
Outpatient Clinics ◽  
Management Systems ◽  
Performance Management System ◽  
Performance Management Systems ◽  
Efficient Performance ◽  
Managerial Implications ◽  
And Performance ◽  
Depth Interviews

AbstractPerformance management systems can be divided into those that rely considerably on significant stakeholders and that ignore stakeholders, other than the stockholders and the clients. Decision makers willing to implement and use a performance management system must decide to what extent such system should rely on various stakeholders. In this study, 10 in-depth interviews with representatives possessing significant experience with small and medium-sized outpatient clinics have been employed. The objective of this paper is to study if an efficient performance management system for small and medium-sized outpatient clinics can ignore stakeholders. The results of this study postulate performance management systems, which are not sufficiently rooted in stakeholders, are not likely to be successful for small and medium-sized outpatient clinics. Developed in this article concept acknowledges wider society and indicates significant stakeholders who cannot be ignored. The paper ends with conclusion, limitations, indications for further research, and some managerial implications.

scholarly journals The Influence of Leadership in Implementing Management Systems

2014 ◽  
Vol 65 (1) ◽  
pp. 69-72
Author(s):  
Ilie Nae ◽  
Gheorghe Solomon ◽  
Irina Severin
Keyword(s):  
Performance Management ◽  
Management System ◽  
Planning Process ◽  
Organizational Level ◽  
Management Systems ◽  
Management Approach ◽  
Strategic Planning Process ◽  
New Perspective ◽  
And Performance ◽  
Implementation Leadership

Abstract This paper presents a new perspective of the implementation of Management Systems within organizations in order to increase the success rate. The objective is to analyse how the leadership could influence positively or negatively the implementation, according to the leadership approach chosen. It offers a method to analyse the maturity of the leadership for any organization, based on existing leadership models, completing these models with specificities of a Management System. The Maturity Grid is extended to key elements of the Organizational Leadership: Strategic Planning, Process and Performance. The results expected are to change the current understanding of leadership during a Management System implementation(leadership seen as a principle) to an active leadership, implemented at organizational level. It propose an alternative of the classic management approach, to a Performance Management approach, that integrates naturally the leadership in all processes and methods

scholarly journals Organisational readiness for introducing a performance management system

2012 ◽  
Vol 10 (3) ◽  
Author(s):  
Michael Ochurub ◽  
Mark Bussin ◽  
Xenia Goosen
Keyword(s):  
Performance Management ◽  
Management System ◽  
Change Readiness ◽  
Readiness For Change ◽  
The Body ◽  
Management Systems ◽  
Performance Management System ◽  
Performance Management Systems ◽  
Managerial Implications ◽  
A Performance

Orientation: The successful introduction of performance management systems to the public service requires careful measurement of readiness for change. Research purpose: This study investigated the extent to which employees were ready for change as an indication of whether their organisation was ready to introduce a performance management system (PMS).Motivation for the study: Introducing system changes in organisations depends on positive employee preconditions. There is some debate over whether organisations can facilitate these preconditions. This research investigates change readiness linked to the introduction of a PMS in a public sector organisation. The results add to the growing literature on levels of change readiness.Research design, approach and method: The researchers used a quantitative, questionnairebased design. Because the organisation was large, the researchers used stratified sampling to select a sample from each population stratum. The sample size was 460, which constituted 26% of the total population. They used a South African change readiness questionnaire to elicit employee perceptions and opinions.Main findings: The researchers found that the organisation was not ready to introduce a PMS. The study identified various challenges and key factors that were negatively affecting the introduction of a PMS.Practical/managerial implications: The intention to develop and introduce performance management systems is generally to change the attitudes, values and approaches of managers and employees to the new strategies, processes and plans to improve productivity and performance. However, pre-existing conditions and attitudes could have an effect. It is essential to ensure that organisations are ready to introduce performance management systems and to provide sound change leadership to drive the process effectively. This study contributes to the body of knowledge about the challenges and factors organisations should consider when they introduce performance management systems.Contribution/value-add: This research adds to the knowledge about aspects of change readiness, change management and introducing change initiatives.

An Extended Framework for Development of a National Logistics Performance Management System

2019 ◽  
Vol 9 (3) ◽  
pp. 48-61
Author(s):  
Dilay Çelebi
Keyword(s):  
Performance Management ◽  
Management System ◽  
Management Systems ◽  
Limited Attention ◽  
Performance Management System ◽  
Systematic Analysis ◽  
Performance Management Systems ◽  
Logistics Systems ◽  
Efficient Performance ◽  
Key Aspects

Due to the rapid and increasing integration of national markets, more and more countries are adopting some form of a logistics development policy. Even though a key aspect of success in logistics systems improvement is an efficient performance management system, a systematic analysis of national logistics performance management systems has attracted limited attention in academic literature. In this article, the author constructs a conceptual framework model which focuses on a holistic and integrated model of national logistics performance management. The intention is to provide a tool which enables the correct deployment of national strategies to logistics policies and to present a template to help describing the key aspects of design and operation of national logistics performance management systems.

scholarly journals Supervisors and Performance Management Systems

2020 ◽  
Vol 128 (6) ◽  
pp. 2123-2187 ◽  
Author(s):  
Anders Frederiksen ◽  
Lisa B. Kahn ◽  
Fabian Lange
Keyword(s):  
Performance Management ◽  
Management Systems ◽  
Performance Management Systems ◽  
And Performance

Applications of FTA National Transit Data Base for the Intermodal Surface Transportation Efficiency Act Management System Requirements

1996 ◽  
Vol 1521 (1) ◽  
pp. 45-48
Author(s):  
William M. Lyons ◽  
John Collura ◽  
Sean Libberton ◽  
Paul Branch
Keyword(s):  
Data Base ◽  
Public Transportation ◽  
Management System ◽  
Planning Process ◽  
Management Systems ◽  
Transit Systems ◽  
Multimodal Transportation ◽  
Metropolitan Planning ◽  
Surface Transportation ◽  
And Performance

The Intermodal Surface Transportation Efficiency Act of 1991 (ISTEA) requires states in conjunction with metropolitan planning organizations (MPOs) to develop, establish, and implement several systems to better manage and improve the efficiency of transportation infrastructure. Among other things, the National Highway System Designation Act of 1995 allows states not to implement one or more of the ISTEA management systems. Although the management systems are now optional, FHWA and FTA continue to believe that the management and monitoring of the performance and condition of the multimodal transportation system should remain an important element of statewide and metropolitan planning. How FTA's National Transit Data Base (NTD) can provide an important source of information as agencies develop the ISTEA management systems or similar mechanisms for managing and monitoring transit facilities and equipment is analyzed. NTD, which contains information on the financial and nonfinancial operations, system performance, and equipment of national public transit systems, is used primarily by transit operators and others in the transit industry. How NTD can contribute to development and operations of the Public Transportation Management System as well as the Congestion and other management systems is discussed. Development of applications for ISTEA management systems, or for similar planning tools, broadens applications of NTD beyond its transit customer base to aid states and MPOs. By contributing comprehensive transit data to systems for managing and monitoring condition and performance of multimodal transportation, NTD can improve representation of transit needs and performance in the ISTEA planning process.

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