#29741
Behavior-Based Performance Expectations 
Many organizations document job-oriented expectations for their employees and tend to leave behavior-based performance criteria to the individual managers. Or, they may lump so many different jobs into a single performance criteria definition that that definition becomes meaningless for any individual group. In this paper we will discuss the difference between job-oriented expectations and behavior-based performance expectations. We will describe the process we used to create our performance expectations and will show some examples.
Crawford, Vanadis, Angela Pitts, Rosalind Radcliffe and Leah Ann Seifert. STC Proceedings (2004). Careers>TC>Case Studies
#18649
Guerilla WriteFare™: Nice Work If You Can Get it -- Here's How
My experience in the corporate environment has been that larger companies don't go out of their way to hire home-based freelancers. That's not to say that they never do -- it simply hasn't been my experience with them. I run into this problem all the time. Finding off-site work is a challenge. I scour the top 20 or so job search engines and other places for work and, while there really are quite a few contract positions out there, nearly all of them require on-site work. That's the bad news. Here's the good news: I have figured this thing out, believe it or not. In fact, I'm working on a book and a seminar about it. To locate good work that allows you to work out of the home office, you must know three things: How to look. Where to look. Hw to build trusting relationships with your customers.
Knowles, Michael. AIPMM (2003). Careers>Freelance>TC>Case Studies
#29663
Moving on Up: Process Management in the Ever-Changing Real World
This paper presents a case study of a technical publications department that tested the practicality of JoAnn Hackos’ process maturity model for a small team that experienced both resource cuts and increased workload pressures. The process of initial evaluation in terms of the model helped to identify management goals and actions that increased process maturity. The positive outcomes included both high quality, innovative work and also better structures for worker creativity, productivity, and satisfaction. This success story demonstrates the potential of the model and recommends it for consideration, even by publications groups facing critical challenges.
Rehling, Louise. STC Proceedings (2005). Careers>Management>TC>Case Studies
#30126
Teaming In A Publications Group
The technical publications group of The Johns Hopkins University Applied Physics Laboratory was restructured to eliminate the traditional hierarchical organization in favor of multiple concurrent work teams. Every job is assigned to a work team, and people usually are on several teams at once, as leaders of some teams and members of others. We present two case studies describing teams that operated very differently. The teaming system allows us to tailor the approach to the needs of different clients.
Morris, Margaret K., Patrice H. Zurvalec and Murrie W. Burgan. STC Proceedings (1999). Careers>TC>Collaboration>Case Studies
