Submitted by cmasingo on Wed, 12/20/2017 - 11:31
Guest blogger: Doug McGovern, Chief Technology Officer for Intelligence Programs, IBM Global Business Services
This panel was part of a Machine Learning and Artificial Intelligence (A.I.) workshop held at the National Geospatial Intelligence Agency’s (NGA) headquarters in Springfield Virginia and was attended by industry, academia and Government. Keynotes were provided by several Government Senior Executives from the Intelligence Community.
Submitted by cmasingo on Wed, 12/20/2017 - 11:14
FEMA’s Resilience Reset. RouteFifty reports: “State and local governments should own the disaster recovery process by creating integrated, outcome-based mitigation plans like Puerto Rico post-Hurricane Maria, the Federal Emergency Management Agency’s administrator said Thursday at a congressional hearing on Capitol Hill.”
Submitted by cmasingo on Wed, 12/20/2017 - 11:02
Guest blogger: Tim Stitely, IBM Vice President for Federal Healthcare
As the Former Chief Information Officer for the Food and Drug Administration (FDA) and a civil servant for over 20 years from the level of clerk typist through the Senior Executive Service, I have seen many "Modernization" initiatives to optimize and otherwise change Government. Sometimes this is process-oriented or people-driven, and usually lands a lot on technology. The initiatives have come under many names, including Reinventing Government and the President’s Management Agenda.
Submitted by cmasingo on Wed, 12/20/2017 - 10:52
Disaster Response: Brings Out the Best in Feds. Government Executive covered the SES Rank Awards ceremony. Both SBA Administrator Linda McMahon and Homeland Security Deputy Secretary Elaine Duke praised the dedication and response of thousands of career civil servants to the three major hurricanes in recent months.
Submitted by rthomas on Wed, 12/20/2017 - 10:50
“The key to motivation turns out to be largely within your control,” write Teresa Amabile and Steven Kramer in the January 2010 issue of Harvard Business Review. How? “. . . scrupulously avoid impeding progress.”
Amabile and Kramer surveyed more than 600 managers, and then asked hundreds of knowledge workers to keep daily diaries to find out what was the top motivator of performance.
Submitted by rthomas on Wed, 12/20/2017 - 10:49
Submitted by rthomas on Wed, 12/20/2017 - 10:47
Submitted by rthomas on Wed, 12/20/2017 - 10:44
Submitted by rthomas on Wed, 12/20/2017 - 10:43
Submitted by rthomas on Wed, 12/20/2017 - 10:41
(a continuation from the December 23, 2009 blog on “Managing Performance”)
Bouckaert and Halligan call their first idealized performance management model the “Performance Administration” approach.
This model is seen as modest, ad hoc and un-systematic. It is oftentimes designed for formal, hierarchical organizations and is seen as mechanistic or compliance-oriented in implementation. Nevertheless, it is the typical starting place for many organizations.