Confirm performance standards, Code of Conduct and work outputs with relevant teams and individuals 1.5. Develop and agree performance indicators with relevant staff prior to commencement of work 1.6. Conduct risk analysis in accordance with the organisational risk management plan and legal requirements Section 1 – Allocating Work and Performance Management This section takes a look at ways of managing performance as well as communicating with relevant stakeholders as you aim to determine necessary resource requirements and allocating work in a way that is efficient, cost effective and outcome focused. This section also covers ways of incorporating an organisation’s standards and values to develop an effective work environment and enhance the organisation’s image. Scenario: Allocating work Paul is the Sales Manager at Fast Track Deliveries.
2.1 Compare the strengths and limitations of a range of assessment methods with reference to the needs of individual learners. 3.1 Summarise the key factors to consider when planning assessment. 3.2 Evaluate the benefits of using a holistic approach to assessment. 3.3 Explain how to apply holistic assessment when planning assessment. 3.4 Summarise the types of risks that may be involved in assessment in own area of practice.
Describe why it is important to follow the agreed care plan. Describe actions to take where any concerns with the agreed care plan are noted. Identify the pressure area risk assessment tools which are used in own work area. · · · · Explain why it is important to use risk assessment tools. Outcome 4 Understand the use of materials, equipment and resources available when undertaking pressure area care.
5.5 Adopt a behavior approach to measuring performance including the identification and assessment of competencies. 5.6 Develop competencies that are defined clearly, provide a description of specific behavioral indicators that can be observed when someone demonstrates a competency effectively, provide a description of specific behaviors that are likely to occur when someone doesn’t demonstrate a competency effectively (what a competency is not), and include suggestions for developing them further. 5.7 Develop comparative performance measurement systems such as simple rank order, alternation rank order, paired comparisons, and forced distribution--being aware of the relative advantages and disadvantages of each. 5.8 Develop absolute performance measurement systems such as essays, behavior checklists, critical incidents, and graphic rating scales, and understand their advantages and disadvantages. Chapter Outline Measuring Results and Behaviors Overview Measuring Results Measuring Behaviors Measuring Results • Key Questions o Where should each individual
Ability to do job fully | | 2. Ability to improve department | | 3. Understanding and ability to perform cost reduction strategies | | 4. Ability to come up with plans to improve performance | | 5. Following safety standards and policies | | 6.
Unit 44 Manage Team Performance - Outcome 1 Understand the management of team performance 1.1 Explain the use of benchmarks in managing performance In order to answer this question we need to understand what the word ‘Benchmarking’ means and what is achieved by ‘Benchmarking’ Definition - A measurement of the quality of a company’s policies, procedures, products, programs, strategies, et and their comparison with standard measurements, or similar measurements of its peers. Other companies within the same industry or that set by legislation Now that we know what the meaning of benchmarking is, we can now understand how best to use benchmarking and the objectives that they help a manger set and achieve The objectives of benchmarking are (1) to determine what and where improvements are called for, (2) to analyze how other organizations achieve their high performance levels, and (3)to use this information to improve performance. So why do companies and Managers use bechmarking? The process of benchmarking, or identifying the best practices that exist in your particular business or industry, is a method that is rapidly gaining a reputation for helping businesses improve productivity and profit. Benchmarking, which set standards for operation through measurable, scientific, or business methods, is a concept that has developed and solidified into a clear series of steps that benefit industry or businesses as a whole.
This is when an auditor does an actual review of the processes and the security of these processes and makes “professional recommendations” on the implementation of systems, the security of the systems and software, and even recommendations on better implementation of the database management. SAS 70 is important for all processes, electronic and manual, that may be outsourced to third party companies or may be maintained by third party software. This report provides the company as well as the third parties with a report that provides information on the internal controls that are in place and their effectiveness within both businesses. This allows the organizations to determine whether or not they need to make changes to their processes to ensure the security of the data that is being shared between parties (Hunton, 2004, p. 217). Finally, SAS 94 addresses the need for the auditor, and its firm, to fully understand the programming and technology that is being used for any given company.
Therefore when making a change to the any of the parts, a strategic leader must be thinking through all the possible “systemic” effects of that change and at the same time it is important that he subsystems all have consistent goal alignment. The boundary of the system defines what becomes the internal as well as external factors of the overall system and how it might impact the behavior of the overall system. Every system is made up of inputs and outputs, processes and outcomes. The system is continuously making adjustments based on the feedback from these various parts to achieve a specific outcome. Inputs are broken down into three general categories: Primary resources (what we have at our disposal), external (what pressures do we have from vendors, materials and value streams), markets (competition, economics and social/culture).
Name: Vinay Bansal Balance scorecard Definition A balance scorecard is a strategic planning and management system that is used to arrange and align the various business activities with the vision statement of an organization. In some cases, a Balanced Scorecard also attempts to translate the sometimes indefinite, moral hopes of a company's vision/mission statement into the practicalities of managing the business in a better way at every level. A Balanced Scorecard approach takes a broader view of an organization and interrelate the processes so that the efficiencies are experienced by all departments and in a joined-up fashion. To embark on the Balanced Scorecard path a company first must know and understand the following: * The company's mission statement * The company's strategic plan/vision Then: * The financial status of the organization * How the organization is currently structured and operating * The level of expertise of their employees * Customer satisfaction level Origin of Balance scorecard Balanced Scorecard has been launched about twenty years ago as a first set of principles for balanced strategic Objectives and Measures/KPIs setting and measurement. The “parents” of Balanced Scorecard are Dr. Robert S. Kaplan, Baker Foundation Professor at Harvard Business School and Dr. David P. Norton, the founder of the consulting team that contributed over the past two decades to the development of Balanced Scorecard into today’s integrated and aligned management system.
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product of service, as well as many other areas. ------------------------------------------------- PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities. [1] Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed.