What is common between wireless router and team management?
It seems these two are totally different things but it is surprising to know that the problems faced in both of these are quite similar and the solutions and learning from one of these areas can be applied to the other.
A common question which comes to anyone’s (manager or executive’s) mind when they get company/team to manage is, how do I evaluate where my company/team stands (overall) and how do I boost its performance? Commonly found known effective measures are:
company/team culture, motivation, goals of company/team, reward & recognition frameworks etc. In most of the surveys for company or team these are looked upon and necessary action items are derived and planned year after year to improve performance and engagement in company/team. Some factors in corporate world are inherently easier to measure than others. For example, an objective such as “Improve Revenue” or “Operation Margin” is fairly easy to measure, whereas other strategic objectives such as those related to Internal Business Process, Learning & Growth Perspectives have been historically more difficult to measure. Traditional measures of factors such as market success are significantly lagging indicators. Companies sometimes rely too much on such lagging indicators. These measures look back at what has happened in the past and cannot be improved. Here’s an example: counting the number of heart attacks in 2002 cannot influence or predict the number of heart attacks in 2012. Cholesterol levels and dietary habits can predict numbers of future heart attacks, and if we change these metrics, then we can change the number of future heart attacks.
There are numerous business models in practice with their own set of limitations. These are either too analytic or complex and missing on normative measures, or too normative and does not define expected behaviors at different levels. Some of these quantitative models do measurement for measurement’s sake. Like For example, Sir George Mallory climbing Mount Everest, these models count things because they are there, because we these can be counted can and because it’s is easy. Also, a lot of credibility is placed in Customer Satisfaction Surveys. Surveys seldom reflect a representative sample of customers and they are easy to cheat on. It’s easy to send surveys only to the customers you know will give good marks or to write survey questions in such a manner that you will get only good results. A survey can be conducted on people who might give favorable results or the questions of the survey can be framed in such manner so as to achieve desired results.
Most of these models fail to measure how work group dynamics are affected by the management changes, and suggest implementing measures without first predicting what behavior will occur in response. There was an IT (Information Technology) company that measured the “speed of resolving issue” or “message processing efficiency” – the number of customer ticket/message processed in a day. Message processing in day measure was so important that it was the major determinant of employee’s performance rating, promotion and bonuses. The “top performing” team made sure to deliver more messages to customer in a day. This helped the company to showcase its efficiency in resolving customer message faster which they thought would lead to overall great customer satisfaction. While doing so they encouraged employee to deliver more which lead to less testing of software for side effect and not testing complete scenario. Software developer started delivery message resolution much faster by only testing the issue customer reported and not looking into end to end testing or drilling further to find out side effects. This resulted in customer getting more issue at production due the earlier fixes provided by the company. Clearly in this case the “message efficiency” was important for the IT Company but this lead to poor quality index of product.
The results of a multivariate analysis indicate that organizational performance can be well explained by some intangible organizational elements (managerial capabilities, human capital, internal auditing, labor relations, organizational culture, and perceived organizational reputation) and the interactions among them. This signifies the need of a new model which is empirical but not complex and part normative, and establishes relationship between group dynamics and management behaviors.
It is surprising that an unusual analogy, with ways of boosting wireless signals can be mapped to broaden the understanding of the core skills, initiatives and
positioning, which are needed by the teams (require) to boost their performance. With this analogy model, teams and management will be able to measure and improve their skills, visibility and performance; therefore, helping them to achieve higher levels of innovation and success. Good management knows how to count, but smart management knows what to count.
To elaborate further, below are the detailed co-relation of each solution for low signal wireless problem.
To further expand on the thought of evaluating or knowing the current as-is and latter monitoring the progress, recommendation is to define a framework around the concept of wireless way of management.
To elaborate further, each activity or task under the above parameter which are causal in nature and define the point system for the same. Framework allows the weight-age (preference) of parameters, which would help in prioritizing.
Thus, the model is highly flexible and scalable as team or company can choose their own tasks, parameters and define the weight-ages according to their own priority and relevance.
Team or company performances have both controllable and un-controlled parameters and the analogy model mainly described about the controllable parameter and structuring them to gain performance boost. This Wireless way of boosting the team or company not only helps in boosting the performance but also forces executive and management to structure each wireless parameter into actionable activity which can be measured quantitatively and tracked well.
Original Idea and Co-Writer : Mr Sudhir Verma
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