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New E-book Release with Title of How to Transform Any Person or Group Into High Performance and Create a Work Culture

This is about the self-propelled performance process and how to use it as a career builder for personal career success.

Polokwane, Limpopo Province, ZAR (PRWEB) January 3, 2008 -- A new e-book has just been released with the title of "How to Transform Any Person or Group into High Performance and Create a Work Culture". It explains in detail a self-propelled performance process and how to use it as a career builder for personal career success.

It is often asked how good an organisation is, with getting people to perform exceptionally well.

How many times are people trying to change something about a work situation, in an effort to improve something? Something like a system, a process, work flow, a document and so forth. It happens a lot, not so? But does it make people perform consciously?

How many organisations are there, which just don't make progress with growth, profit, morale or performance. Sometimes an organisation can be good, because the efficient machines make up for human deficiencies and failure. Many organisations have job descriptions in place, but does it make people perform? Many organisations have performance measurement in place, but does it make people perform to their potential? Many organisations even have a strategic plan and derivative business plans, but does it make the employees perform? Many organisations even have the performance areas and performance criteria for each and every job documented, but does it make people perform?

Some organisations also undertake or outsource to consultants the design of improved organisation structures, the re-design of roles and responsibilities, the design and development of electronic systems, the design of job grading systems and many more things, without achieving the desired improved performance.

It seems that performance is a very elusive concept for most persons in positions of authority and in the driving seats of most organisations. What then, is so magical about bringing about performance in the workplace -- and with it a culture of work and work ethics?

What about the school systems? Why have the school systems failed to instigate scholarly performance for so long? Why is it that such a small proportion of children perform well in school? Only a handful come up with exceptional results; in all the grades, in all schools worldwide.

Where then, is the missing link or links? What are the secrets? Are they buried so mystically deep underground that nobody seems to be able to dig it up to the surface of mother earth? Not even the best of human brains; after all the foregoing scientific research and development?

Organisations often broadcast they have implemented a system of performance management. The goals and objectives are embodied in the job descriptions and they do performance measurement quarterly, bi-annually or annually. The problem is that employees remain on previous performance levels and nothing occurs to increase their motivation, morale or inspiration to perform better.

The readers will be able to recite many more examples out of own experience.

Many persons still seem to take recourse to autocratic behaviour, although many countries claim to operate in a democratic society for decades now and in some cases centuries. In other words, many managers still try to get movement by applying a military, dictatorship style to try and enforce discipline or poor decisions. Others may hide their inabilities behind an aloof attitude of outdated protocol of superiority and make themselves unapproachable.

The big remaining question is therefore: How to get it right, with the correct tactics and how to utilise it for the children also?

The solution lies in a systematic work process, with automatic self-control and integrated performance measurement built in, to motivate and inspire all employees, to reach and surpass their strategic and organisation goals, on a voluntary basis, regularly.

It is a process, where the desire to perform comes naturally, for everyone involved. In this process all the pieces of the puzzle like strategic planning, business plans, goal-setting, job descriptions, performance measurement, performance areas and performance criteria fall into place, to form a integrated whole that makes sense to all. It is also a process where self-control and initiative by individuals form the foundation for the building blocks of the whole process.

The benefits of this systematic work process are increased enthusiasm, dedication, productivity, performance, profitability and work result satisfaction for both employees and employers alike. Just visualise what it can do for any person trying to boost a career?

The principles and benefits are universal worldwide and apply to all types of organisations be it private businesses, corporate businesses, government bodies, non-profit organisations or social/religious institutions.

With this information one can pave the way for general stress relief, increased performance and ease of reporting throughout all management levels up to The Board of Directors.

It is possible to get all employees to reconcile personal goals with organisation goals. One can turn around any marginal business and increase productivity and profitability for any organisation, with the transparent and hidden forces embedded in this process. It can be applied by organisations or a single department or section inside an organisation; as well as an individual person.

This process is a natural, self-inspired performance process and are appropriately referred to in the e-book as "The self-propelled performance process (SPPP)".

First of all, deriving from the strategic plan, a commitment analysis must be done, where a job mission statement is drawn up for each job. The job mission statement is a job definition in terms of purpose, customers, product and scope. The aim with this analysis is to determine the continuous key objectives and performance standards for each job position.

Following the commitment analysis, is the work analysis of a particular job in terms of the reporting structure and job description. If a job description is not available, then a systems analysis can be done to draw up a job description. The aim with this analysis is to determine the continuous critical objectives and performance standards for each job.

Finally, a job needs analysis must be done in terms of necessary time limited action plans. The aim with this analysis is to determine the time limited specific objectives and performance standards.

A proper and sustainable performance measurement and reporting system can only be devised after completion of these three types of analysis.

About the author:
Pierre du Plessis (MBL, 1982, UNISA) is a business consultant, co-owner of Leaders Circle, author of several e-books and training manuals, previous Corporate Logistics and Procurement Manager, ex-army infantry soldier as Officer in Charge of Battalion Operations and nowadays business owner of several successful offline business operations. Get more details here: http://www.career-builders-club.com

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