Tag Archives: rbm

Don’t let unethical behavior jeopardize your projects and reputation!

The collapse of a 17-story apartment building in the recent Taiwan earthquake, causing the death of more than 40 residents, has exposed the use of tin oil can fillers, instead of solid concrete, inside some of the walls of the building.

Some of the reinforcing bars in the lower floors were also found to be thinner, too short or too few. This has led to the arrest of three executives of the building’s developer.

In 2006, the National Kidney Foundation (NKF), Singapore’s largest NGO, suffered a ruined reputation and the loss of its many large benefactors after mismanagement of funds was revealed, the most glaring being the installation of a tap made of gold in the CEO’s office.

I was in Singapore, attending a fundraising workshop, when the scandal broke out and many NGO representatives in the workshop lamented the backlash of the scandal on their own organizations. People started believing that other NGOs behaved in the same way and refused to make donations like before.

These are just two big examples that made headlines of how unethical behavior could affect the aftermath of projects or an organization’s image and reputation.

Every day, people involved in the planning, execution, monitoring and evaluation of projects, consciously or unconsciously, commit what could be considered as unethical behavior.

Those whose consequences are huge and become public knowledge, could be punished and suffer the consequences.

Many more, like, not admitting wrongdoing, calumny, blaming somebody else for a project’s failure, disrespect/violation of co-workers’ rights, nepotism, favoritism and bias, inflating one’s accomplishments, doctoring project reports, making shady deals, cheating on project expenses, and many others are not caught, get unnoticed or are just plain ignored.

All organizations have the responsibility to inculcate professional ethics in all aspects of the organization. This could be done through defining a set of organizational values and principles, creation of a code of ethics/conduct, incorporation of these principles in policies and procedures, orientation of new staff to the code, staff retreats and training.

All of us have our own moral compass of what is “right” or “wrong”. However, what is “right” or “wrong” becomes “relative” when it concerns us or when it is “justifiable”, or gray when confronted with an ethical dilemma.

Ethical decisions lead to reduced illegal behavior, corruption, litigation and fines; better products and project results; and a reputation that is a plus for future projects.

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What Does a Training Manager, Director, or Specialist Do?

Training and development managers and specialists conduct and supervise training and development programs for employees. Increasingly, management recognizes that training offers a way of developing skills, enhancing productivity and quality of work, and building loyalty to the firm.

Training is widely accepted as a method of improving employee morale, but this is only one of the reasons for its growing importance.

Other factors include the complexity of the work environment, the rapid pace of organizational and technological change, and the growing number of jobs in fields that constantly generate new knowledge.

In addition, advances in learning theory have provided insights into how adults learn, and how you can organize training most effectively for your adult learner employees.

Workplaces have also become more knowledgeable about how to develop employee skills more effectively in both external programs and using internal opportunities to help employees continue to grow their skills.

(Credit to www.about.com)

What is RBM?

Results-based management (RBM) is a management approach focusing more on defined, expected results rather than activities. It also focuses on performance measurement, learning and adapting, as well as reporting performance. All actors (people and organizations) who contribute directly or indirectly to the result, map out their processes, products and services, showing how they contribute to the result. This result may be a physical output, a change or beneficial effect (outcome), an impact or a contribution to a higher level goal. Information (evidence) of the actual results is used for accountability, reporting and feedbacking into the design, resourcing and delivery of projects and operational activities. RBM is a life-cycle approach to management that integrates strategy, people, resources, processes, and measurements to improve decision making, transparency and accountability.

Key steps:

  1. Assess: What is the current situation?
  2. Think: What caused it? Who is involved?
  3. Envision: What are we going to achieve?
  4. Plan: How are we going to do it? With whom? When? With what resources?
  5. Do: Get it done. How is it going? Do we need to adapt? How do we know that we are getting there?
  6. Communicate: How do we communicate performance and to whom?
  7. Review: What went well/badly? What can we learn for next time?

For a visually interesting and easy-to-understand video of the ideology behind RBM, you can click the following link – https://www.youtube.com/watch?v=1E8n_38GqDk&index=2&list=LLKXdIXCAuQ-TbKkuKoS-joQ