can be implemented in the IT technologies and that are offered by the companies add value through. Just as in other tools, it also depends on the particular organisation and the demand it handles. Policies also tend to be extremely important for the nature of the work done since they embed certain rules governing the work performance. Moreover, they are often difficult to change, which is why their introduction should always be carefully considered. Just like the other aspects, the content of the policy and its effects should be compared against the degree to which they will enhance the organisation's capability to achieve its purpose and to which they will hinder it. For example, the policy representing the connection between the evaluation of employees and their performance in certain criteria will bring what was mentioned above in discussing the measures, the so called and “gaming“ “creaming“. Apart from what was said above, also a number of other system conditions can be identified, which have a substantial impact on operations within the organisation. When system causes are sought, it is appropriate to constantly ask the question: does the monitored work look exactly like this?“ “Why or of what this or that is done in this very manner?“. Where the system conditions are not “Because identified, the efforts to increase the performance can bring only very limited outcomes. Change of work while maintaining the system conditions has the potential of certain limited optimization, but is unable to influence the actual meaningfulness of performed activities. Typical is experiencing of such problems as a lack of resources, too many priorities, growing costs, increasing expectations from those around, too strict rules, ever growing pressure on employees, etc. This is followed by typical solutions such as the necessity to increase the number of employees, setting of more precise target values of indicators, working overtime, work prioritization, etc. The VGM reckons with a different approach which is characterized by identification of waste and failure demand, system conditions from which the findings are derived, and finally the assumptions based on which a perfect performance of the work was originally expected. Identification of management thinking: assumptions shaping the performance of organisation The step number six is crucial. It should result in revealing the assumptions based on which the system of the organisation is built. These are assumptions of managers that are often not explicitly articulated. The assumptions of managers why they consider their decisions concerning a particular design of the system correct and why they believe they will work and improve the operation of the organisation. The held assumptions drive the decision-making of managers without them realizing it.
can be implemented in the IT technologies and that are offered by the companies add value through. Just as in other tools, it also depends on the particular organisation and the demand it handles. Policies also tend to be extremely important for the nature of the work done since they embed certain rules governing the work performance. Moreover, they are often difficult to change, which is why their introduction should always be carefully considered. Just like the other aspects, the content of the policy and its effects should be compared against the degree to which they will enhance the organisation's capability to achieve its purpose and to which they will hinder it. For example, the policy representing the connection between the evaluation of employees and their performance in certain criteria will bring what was mentioned above in discussing the measures, the so called “gaming“ and “creaming“. Apart from what was said above, also a number of other system conditions can be identified, which have a substantial impact on operations within the organisation. When system causes are sought, it is appropriate to constantly ask the question: “Why does the monitored work look exactly like this?“ or “Because of what this or that is done in this very manner?“. Where the system conditions are not identified, the efforts to increase the performance can bring only very limited outcomes. Change of work while maintaining the system conditions has the potential of certain limited optimization, but is unable to influence the actual meaningfulness of performed activities. Typical is experiencing of such problems as a lack of resources, too many priorities, growing costs, increasing expectations from those around, too strict rules, ever growing pressure on employees, etc. This is followed by typical solutions such as the necessity to increase the number of employees, setting of more precise target values of indicators, working overtime, work prioritization, etc. The VGM reckons with a different approach which is characterized by identification of waste and failure demand, system conditions from which the findings are derived, and finally the assumptions based on which a perfect performance of the work was originally expected. Identification of management thinking: assumptions shaping the performance of organisation The step number six is crucial. It should result in revealing the assumptions based on which the system of the organisation is built. These are assumptions of managers that are often not explicitly articulated. The assumptions of managers why they consider their decisions concerning a particular design of the system correct and why they believe they will work and improve the operation of the organisation. The held assumptions drive the decision-making of managers without them realizing it.
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