Paper Example on Agile Management: Impacts on Organizational Performance & Public Value

Introduction

The research will focus on the question: what are the impacts of agile management on organizational performance and public value? Agile management focuses on interactive methodologies for delivering successful projects all over its life cycle. It comprises numerous incremental steps toward project completion, and software development is utilized to enhance adaptability and velocity. More imperatively, agile management seeks to offer significant benefits through the process, but not only at the end. Notably, agile management will impact traditional cultures and provide more inventive ways of implementing a project for the benefit of the organization and contribute much to the public value.

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The adoption of agile methodologies will help in empowering people, promoting diversity of ideas, building accountability, promoting perpetual organizational improvement, and enabling more benefits from the beginning of the projects. The research will investigate the implications of the use of agile management, especially in delivering a project on organizational performance and the value it will add to the people. More importantly, the organization that increases its development adds more value to the population.

Research Question and the Theoretical Point of View

From a theoretical view, the research question is interesting because agile management focuses on empowering the public and their interactions as well as constantly delivering more value to the organization (Rasnacis & Berzisa, 2017). An improved organizational performance adds more to the public value, especially to the stakeholders, with no exception to the customers. The concept of agile management is enduring and innovative; therefore, organizations are usually encouraged to incorporate such software development to increase productivity and offer more benefits to the people, including the community and the entire society. According to the theory of public value, improvement in organizational performance contributes immensely to society; especially, the stakeholders will have to feel the direct benefit of the improved quality of goods and services (Rasnacis & Berzisa, 2017). The concept of public value equips managers with information on how enhanced organizational activities can contribute to the common good that everyone benefits within society.

Relevancy of the Question and Theory Gap

The question is more relevant because agile management encourages adaptive planning, promotes service delivery, and contributes to an organization's evolutionary development. Such an innovative idea foster flexible and rapid response to change within the organization. It is because the concept involves customer collaboration, response to change, improved communication between teams, and alignment with the organizational objectives, transparency, and quick feedback cycles (Crosby et al., 2017). Regarding the current theory gap, many organizations have been slow to adopt agile management, which has fundamentally reduced the level of performance for many businesses. Organizations have revealed the issue of insufficient experience to adopt agile, unrealistic planning expectations, and some managers are not willing to change from being authoritative and commanders to team facilitators.

More significantly, changing the physical work environment is critical to the adoption of agile management, which might also be too complex; thereby, making the whole idea much involving and discouraging the rapid adoption of the approaches (Conforto et al., 2014). Also, the problem of micromanagement in many organizations makes it difficult because the agile method, the team runs the entire process through collaborative control procedure and disciplined engineering practice. Therefore, such challenges have hindered the implementation of agile management for many organizations; hence, decreasing the level of performance, enabling organizations to contribute little or no value to society.

Key Literature

An empirical study indicates that organizational management can involve employees in decision-making and implement organizational policies that promote the achievement of the set goals (Conforto et al., 2014). Also, agile management support collaborations and teamwork for increased organizational performance. An empirical study focusing on agile method has found that interactive approaches strengthen the competitive advantage as it provide a favorable environment for better performance (Albrecht et al., 2015). The challenge is that human resource managers are faced with the technical task of creating and maintaining a suitable working environment that motivates workers and choosing the right employees at the right place (Singh et al., 2016). More imperatively, it has been revealed that collaborative employees always understand the value of encouraging positive customer experience and possibly show their commitment through delivering quality products and services. There is a need for organizations to gain confidence based on the measures used in evaluating employee engagement.

Report on previous research indicates that agile management plays a critical role in boosting the organization's performance, and focusing on all the interactive approaches catalyzes the morale for organizational excellence (Bryson et al., 2014). Collaborative work also makes workers feel less tired of delivering services; therefore, organizations should focus on using the agile concept and proper communication among teams, especially engaging all employees. It helps employees to develop positive attitudes toward the organization, their managers, and their work. It has further been discussed that every organization needs to surpass its rival through adopting new software for development towards adding more value to the people (Bryson et al., 2014). It requires maximum use of the assets that help in gaining a competitive advantage in the market.

References

Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage. Journal of Organizational Effectiveness: People and Performance. https://www.emerald.com/insight/content/doi/10.1108/JOEPP-08-2014-0042/full/html

Bryson, J. M., Crosby, B. C., & Bloomberg, L. (2014). Public value governance: Moving beyond traditional public administration and the new public management. Public Administration Review, 74(4), 445-456. https://onlinelibrary.wiley.com/doi/abs/10.1111/puar.12238

Conforto, E. C., Salum, F., Amaral, D. C., Da Silva, S. L., & De Almeida, L. F. M. (2014). Can agile project management be adopted by industries other than software development?. Project Management Journal, 45(3), 21-34. https://journals.sagepub.com/doi/abs/10.1002/pmj.21410

Crosby, B. C., ‘t Hart, P., & Torfing, J. (2017). Public value creation through collaborative innovation. Public Management Review, 19(5), 655-669. https://www.tandfonline.com/doi/abs/10.1080/14719037.2016.1192165

Rasnacis, A., & Berzisa, S. (2017). Method for adaptation and implementation of agile project management methodology. Procedia Computer Science, 104, 43-50. https://www.sciencedirect.com/science/article/pii/S187705091730056X

Singh, S. K., Burgess, T. F., Heap, J., & Al Mehrzi, N. (2016). Competing through employee engagement: a proposed framework. International Journal of Productivity and Performance Management. https://www.emerald.com/insight/content/doi/10.1108/IJPPM-02-2016-0037/full/html