Authors Pearce and Robinson (2009) suggest, a balanced scorecard “Is a set of measures that are directly linked to the company’s strategy,” “Directs a company to link its own long-term strategy with tangible goals and actions,” and “Provides a framework to translate a strategy into operational terms” (p. 202). A balanced scorecard is comprised of four perceptions: financial, customer, internal business process, and learning and growth (Pearce & Robinson, 2009). Utilizing Kaplan and Norton’s development of the balance scorecard AB Cleaners (ABC) evaluated its strategies relative to their mission and vision. The preceding matrix echoes ABC’s measurements, its targets, and supporting initiatives for each of the four perspectives associated with the
What does this mean and how can you, as a leader, promote ethical workplace behaviours? Submit your answer for assessment. Managers focus on operations, leaders work with people to encourage them to use their own initiative and improve their skills. Manager is a designated position - positional power. Leadership is a personal characteristic - personal power.
The strategic plan will help provide better, more targeted service to its clients and will be more specific on how the company will go about achieving company goals. The strategic plan will help Riordan’s executives understand the company’s direction by reviewing past progress and making changes to improve and grow. The strategic plan is an organizational tool that will help keep Riordan on track to meet growth and financial objectives. Need for a Strategic Plan Successful businesses are effective at identifying opportunities for growth and ensuring every manager has the same goals. For Riordan to further strengthen their strategic plan, they can develop a financial model based on their income and cost assumptions they would anticipate under the plan (Mikrut, 2010).
Studies have shown that good supervision is associated with job satisfaction, commitment to the organisation, staff retention and employees’ perceptions of the support they receive from their employers (Carpenter et al 2012). In addition, employer’s need a forum where the quality of practice can be scrutinised, staff’s development needs explored and workers given the opportunity to: * Explore the emotional impact of the work. * Manage anxiety. * Consider how their own biases and beliefs may be affecting practice. * Reflect on the dynamic of the interaction between themselves and those using services.
The current continuous improvement processes in place within my organisation ensure that it has the ability to remain competitive in today’s business environment. The following functions and behaviours are currently in place: • Customer-driven orientation • Customer satisfaction endorsed as the number one priority for the organisation • Constant focus given to meeting customer needs • Continuous improvement a part of all activities • The organisation recognising that product quality is dependent on process quality • A process of measurement existing to enable comparison of actual business performance against the expected outcomes and against the performance of other organisations • A focus on the elimination of waste, rework and errors • The consistent use of problem-solving techniques to address issues and prevent recurrence • Statistical data and analysis used to monitor and review the quality of processes within the organisation • Key performance indicators linked directly to customer satisfaction and the associated outcomes 2.) ‘In order to achieve improvement in quality, continuous improvement must be a key part of the organisational culture.’ Discuss this statement in the context of how continuous improvement enables the organisation to improve the processes and systems successfully and reliably. Continuous Improvement is key part of the organisational culture. It is an ongoing process of activities and initiatives adopted by organisations to
In addition, management controls the process as well as providing the path, rules, and resources to reach the companies goal (Kumle, 2006). Roles of Managers and Leaders Some say that the difference between a manager and being a leader is that management is career while leadership is a calling. Being a leader, one has to have a clearly defined convictions and most importantly, the courage of one’s convictions to see them manifest into reality (Kossoff, 2011). Effective leadership skills are developed and refined by time, experience, and a true desire to be more than just a manager, but a true leader. What roles do managers and leaders play in today’s environment?
If the company engages an operational product planning tactic interconnected with a vast quality progression that focuses on market needs and customer needs, the company will succeed with new products in the current market. A further quality procedure for BJB Manufacturing Company would be to make sure successful product proposals are generated through consultations through corporate management, and manufacturing groups. This is done because groups will have important product information that can help other group’s complete individual sections of the business plan. It is vital that each section of BJB Manufacturing Company comprehend the company intentions and product course so that the company can design product plans, merge quality procedures, and adhere to planned practices.
Through guidance, leadership ability, and supervision of employees managers achieve organizational goals. Controlling is the measurement of performance against objectives and the constructive feedback to correct any performances not meeting the plans objectives. All these functions are integrated and mutually supporting, directed toward the goals of the
Manager’s report to work at their own set time and employees follow suit. Employees make decisions hoping the decision made is the same as the manager would make. The behavior of the employees affects the productivity, performance, and atmosphere of the company. Creating a policies and procedures manual is a way of documenting rules and regulation that the company believes will create a positive environment that leads to a successful business. R. Wayne Pace found three key elements helped company’s structure successful policies: creating the system, maintaining the system, and improving the system (Pace, 2012).
Managers have the responsibility and power to make decisions and oversee companies. A leader will be able to think and act creatively in difficult situations. Leadership unlike management cannot be taught, but can be enhanced by mentoring or coaching. Hersey and Blanchard 1972, Situational leadership. Hersey and Blanchard believed that a person’s readiness was the situational characteristic that determined the combination of task and a person’s behavior.