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Speaker : Dr. Nay Zin Latt
Chairman Business Group Business Group
Hotel Group. Hotel Group.
Venue : India
Date : 10.10.10
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RESULTS-BASED MANAGEMENT
(RBM)
Although keep walking, if no distance no result.
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If you do not know where you are
going,
You will end up in a wrong place,
And not even know it!
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Success of a Project
PROPER
PLANNING
ADDRESSING
REALPROBLEMS
COMPETENT
& MOTIVATEDTEAM
ORGANIZATIONAL
CAPACITY
STICKING TO
COMMITMENTS
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The Hard Part of Management
Dont be afraid to be the bad guy
Give direct, performance-oriented feedback
Provide clear consequences and timeframes Get rid of saboteurs and non-performers
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The Hardest Part of Management
Manage yourself
Reserve your most productive hours foruninterrupted work
Schedule blocks of time for your work
Screen your calls
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The Hardest Part of Management
Set aside time to read, research and think
Set long and short term goals, and monitorthem regularly
Youll never get it all done prioritize anddelegate
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Operational Definitions
A management tool
A participatory and team-based approach focuses
on achieving defined results. A broad management strategy improving
performance (achieving better results) as the central
orientation
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What Is RBM?
Labels may differ, but the idea is the same
The focus is on results, not only on the inputsor processes
Performance assessment
Results-based budgetingResults-based accountability
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A simplified RBM Model
Planned Actual
Planning Implementation
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Results-Chain
OUTPUTSACTIVITIESINPUTS
AREA OF CONTROL
Internal to the organization
AREA OF
INFLUENCE
Internal tothe organization
OUTCOME IMPACT
External Factors
efficiency
effectiveness
time
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Change in the
Mind-Set
From Process to Results
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E
ight Steps To Successful Change
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1 Establishing a Sense of UrgencyEstablishing a Sense of Urgency Examining realitiesExamining realities
Identifying and discussing crises, potentialIdentifying and discussing crises, potential
crises, or major opportunitiescrises, or major opportunities
2 Forming a Powerful Guiding CoalitionForming a Powerful Guiding Coalition
Assembling a group with enough power to leadAssembling a group with enough power to lead
the change effortthe change effort
Encouraging the group to work together as aEncouraging the group to work together as a
teamteam
3 Creating a VisionCreating a Vision
Creating a vision to help direct the change effortCreating a vision to help direct the change effort
Developing strategies for achieving the visionDeveloping strategies for achieving the vision
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4 Communicating the VisionCommunicating the Vision
Using every vehicle possible to communicate theUsing every vehicle possible to communicate the
new vision and strategiesnew vision and strategies
Teaching newTeaching new behavioursbehaviours by the example of theby the example of the
guiding coalitionguiding coalition
5 Empowering Others to Act on theEmpowering Others to Act on the
VisionVision
Getting rid of obstacles to changeGetting rid of obstacles to change
Changing systems or structures thatChanging systems or structures that
seriously undermine the visionseriously undermine the vision
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6 Planning for Creating ShortPlanning for Creating Short--TermTerm
WinsWins
Planning for visible performancePlanning for visible performance
improvementsimprovements
Creating those improvementsCreating those improvements
Recognizing and rewarding staff involved inRecognizing and rewarding staff involved in
the improvementsthe improvements
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7 Consolidating Improvements andConsolidating Improvements and
Producing Still More ChangeProducing Still More Change
Using increased credibility to change systems,Using increased credibility to change systems,structures, and policies that dont fit the visionstructures, and policies that dont fit the vision
Hiring, promoting and developing staff who canHiring, promoting and developing staff who can
implement the visionimplement the vision
Reinvigorating the new process with newReinvigorating the new process with newprojects, themes and change agentsprojects, themes and change agents
8 Institutionalizing New ApproachesInstitutionalizing New Approaches
Articulating the connections between the newArticulating the connections between the newbehavioursbehaviours and organizational successand organizational success
Developing the means to ensure leadershipDeveloping the means to ensure leadership
development and succession.development and succession.
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The Five Minds
The Disciplined
Mind
The Synthesizing
Mind
The Creating
Mind
The Respectful
Mind
The Ethical
Mind
Need to be cultivated if we are to thrive as individuals,
members of the community and as human beings.
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The Disciplined Mind
Gain through applying ourselves in a
disciplined way in school
Over time and with sufficient training we gain
expertise in one or more fields
We become experts in management,
accounting, medicine, music, dentistry, etc.
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The Synthesizing Mind
Can survey a wide range of sources,
Decide what is important and worth paying
attention to And, weave this information together in a
coherent fashion
For oneself and others
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The Creating Mind
Casts about for new ideas and practices
Innovates
Take chances Discovers
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The Respectful Mind
Less purely cognitive in flavour than the firstthree
The kind of open mind that tries to
understand and form relationships with otherhuman beings
Enjoys being exposed to different types of
people While not forgiving of all, give others the
benefit of the doubt
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The Ethical Mind
Broadens respect for others into something
more abstract
Asks:
What kind of a person, worker, citizen do I
want to be?
If all workers in my profession adopted themind-set I have, or of everyone did what I do,
what would the world be like?
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Leaders
Best way to retain moral compass is tobelieve doing so is essential for the good ofyour organization
What are you trying to achieve?
What are your goals of doing good in theworld?
State beliefs unwaveringly from the first andtie rewards and sanctions to their realization
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Questions
In the context of real change, what
responsibilities do leaders have to their
followers?
How can they generate energy and encourage
superior performance?
How can they develop effective relationships?
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Answer
They can do it only through self-leadership
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All change is self-change
People cannot be reengineered
Individuals cannot be empowered by
organizations Leaders cannot empower people to be
innovative or courageous
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Remember
Change requires self-leadership
Leaders must look within themselves todecide what they want, what they value, and
where they stand
Individual choice remains the key to creatinghigh-performance teams a great team
cannot be build with a collection of passivemembers
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Self-Leadership
The essence of leadership
The core around which the new career
covenant is built Consists of personal purpose, values, vision,
and courage
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Heart = hear and art
the core of leadership art
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We just talk about Positive Result, not Negative oneWe just talk about Positive Result, not Negative one
Remember ..Remember ..
( 5) + (( 5) + ( --5 )5 ) = ( 0 )= ( 0 )
(1)(1) + (1 ) = ( 2 )+ (1 ) = ( 2 )
Not only for you and your generation,Not only for you and your generation,
effective leaders looking for futureeffective leaders looking for future
generations.generations.
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Dr. NayDr. Nay ZinZin LattLatt
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