One of the concerns that I hear most frequently from university senior managers is that they have no idea how members of their academic staff are spending their time. And a common complaint from academics themselves is that the ‘centre’ just doesn’t understand the huge number of different activities that they have to contend with. Workload modelling provides a way to bridge this gap. Continue reading
I have spent the last couple of weeks immersed in all sorts of performance measures. Some have been good, some have been less good and others have been inspired. So while the thoughts are still fresh in my mind, here are some tips on how to develop performance measures for your organisation that will really make a difference. Continue reading
When it comes to making organisations work well, we tend to think of tangible things like strategies, plans, processes and controls. But while these all have their place, there is something else that we should also consider. Something that is so powerful that if we don’t get it right, then everything else is an irrelevance. I’m talking about culture. The unspoken and unwritten code that exists in every organisation. The way we do things around here.
I drove down to South Devon last Friday evening and stayed overnight at the Paignton outpost of a well-known budget hotel chain. Arriving at around 8pm, I was pleased to find one solitary space left in the hotel car park. Sufficiently pleased, in fact, that I didn’t even bat an eyelid at the £5 overnight charge. What annoyed me, though, was that I had to scrabble around to find change for the ticket machine rather than just pay at reception. Continue reading
I went to an excellent seminar the other day, in which Bristol City Council’s health and social care commissioning team explained key changes in how they are going to fund various organisations around the city. But while the changes make sense financially and in terms of service user choice, they could spell problems for the provider organisations concerned. Continue reading