绩效管理：协调竞争的优先事项-毕业论文外文翻译（2篇）.docxVIP

原文一：Can PerformanceManagement FosterIntelligent Behavior?Bjarte BogsnesThe world has changed, not just inincreasingly fast-changing and unpredictableways, but also the competenceand expectations of people in our organizations. Unfortunately, too few seem tounderstand or accept that these developmentscall forradically new and different ways ofleading and managing. Traditional managementpractices do not make us the agileorganizations we need to be.The problem starts with the label, PerformanceManagement implying, If I dontmanage you, there will be no performance.We need a new mindset, one that is less aboutmanaging performance and more about creatingconditions for great performance tooccur. We need self-regulating models, requiringless management, but more leadershipfrom everyone.Think about traffic, where we want good performanceand a safe good flow. Trafficauthorities have different ways of making thishappen. The traffic light is a popular choice,but those managing the process (programmers)are not in the situation; informationused in their process is not fresh, which is clearas you wait in front of that red light.The roundabout is a very different alternative.Those managing are the driversthemselves. The information used is realtime,coming from own observations. Whilethat information is also available in front ofthe traffic light, drivers do not have theauthority to act on it. By the way, the zipperor every second car through is not a rule,but a guiding principle.The roundabout normally is more efficientthan the traffic light, because of two significantdifferences in the decision-makingprocess, information and authority. A thirdelement is also required for the roundaboutto be more efficient: while the traffic light isa simple-rules based system, the roundaboutis values-based. A value-set based on, Mefirst, I dont care about the rest, is not a biga problem in front of the red light, but is aserious problem in a roundabout. Here, apositive common purpose of wanting a