This requires analysis of a performance management related problem in an organization. Build a compelling argument that the problem is serious enough to require organizational resources to solve. Follow this up with a set of recommendations that will solve the problem. The argument for these recommendations must be supported logically by what you discover in your analysis.
Deliverable #1 – Paragraph description of your intention for the paper. This is a one paragraph description of your intention for the paper. This paragraph should identify the organization, your problem-related question you expect to answer, your chosen concept, and a statement about how this concept will help you answer your question. (1 paragraph)
1. Problem Statement – A brief statement of a specific performance management related problem in a particular organization. Identify the costs, financial and others, of the organization not solving this problem. Create a compelling argument on behalf of your view of the problem. Conclude this section with a clear question that you wish to answer through this paper. Write this question in the form of an open-ended question rather than one that can be answered with a yes or no.
2. Concept – Description of a concept chosen from the Key Concept List (attached) and how you expect this concept to help you successfully complete this analysis. Include a statement about why you believe this concept will help you answer your question. Present your concept in a form that will be useful in framing the analysis. (Do not present all you know about the concept. Demonstrate your knowledge of the concept and its elements by the effective way you present how you will use the concept to answer your question.) Reflect in this section how this concept will provide a more useful view of the problem by using. What questions do you want to ask, using the concept, which will help you answer your question? Remember to use the elements of the concept to help you identify useful questions. This is the section where your peer reviewed journal articles can help you better understand your chosen concept and/or how to use it for analysis. Consider this section as your plan of action – what steps will you take to complete your analysis? This is not the section to provide descriptive information about your organization.
1. Analysis – Systematically ask the concept-framed question developed in the Concept Section to learn what is being done well and what could be improved. Answer your questions and draw conclusions from your answers. Do not introduce additional concepts in this section. If an additional concept is valuable, integrate it in a revised concept section. End this section with a list of conclusions you have drawn from your analysis. Collectively, these conclusions should directly answer your open-ended question and provide a foundation for your specific, actionable recommendations. In summary, this analysis section should be an execution of your plan developed in your concept section. (4 pages)
2. Recommendations – From what you have learned in your analysis, make recommendations for specific action that would improve the handling of the situation. These should address the problem presented in the first section.. A definite thread should be seen from the question to the concept to the analysis to your recommendations. They should be readily identifiable, not buried in the midst of paragraphs. Remember, as a manager, you are expected to be able to understand situations and determine specific action to take. This is where you demonstrate you can identify specific, actionable recommendations. The work in the paper, to this point, should have created a compelling argument on behalf of your recommendations. (1 page)
3. Evaluation – Review your problem-solving process. In what ways did you find your definition of the problem useful in solving it? What were the strengths and weaknesses of your choice of concept? If you chose more than one concept, how well were you able to use an integration of these concepts to frame your analysis? How might you have integrated them differently? Is there another concept or two that might have been equally or more useful? Which ones and why? In what ways were you able to draw new conclusions about the problem through using this process? (1 page)
4. Learning – The final section to this paper is not a typical conclusion. Do not summarize your paper. That is not necessary. This section is an opportunity to reflect on you personal learning. Write a brief statement about what you learned about Performance Management from completing this paper (1 page)