What level of performance does the organization need

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What level of performance does the organization need to achieve for each of its key performance measures (identified in the previous question), how does it go about setting appropriate performance targets for them, and how challenging are those performance targets? What processes , if any, does the organization follow for evaluating individual, group, and organizational performance? Are performance evaluations primarily objective, subjective, or mixed. How important are formal and informal information and control in these processes? What rewards – financial and non-financial – will managers and other employees gain by achieving performance targets or other assessed aspects of performance (or, conversely, what penalties will they suffer by failing to achieve them)? What specific information flows – feedback and feedforward systems – and networks have the organization in place to support the operation of its PMS? What type of use is made of information and the various control mechanisms in place? Can these uses be characterized in terms of various typologies in the literature? How do controls and their uses differ at various hierarchical levels? How has the PMS altered in the light of the change dynamics of the organization and its environment? Have the changes in PMS design or use been made in a proactive or reactive manner?
7/6/2020 OneNote {f4c60b26-1c11-4d9d-ac8f-affb92a53751}&action=edit&… 14/17 How strong and coheren t are the links between the components of the PMS and how they are used (as denoted by the above 11 questions)? Leverage an agile, self-service performance solution for business users. Build strong alignment between strategies and operations, creating a seamless path to performance execution. Gain deep insight into performance, and the factors that impact performance. Enhance communication and collaboration by making it easy to share details about strategies, goals and objectives, initiatives, and metrics. Balance performance, risk, governance, and compliance. Empower business users at all levels to engage in performance management. Strengthen relationships with stakeholders – customers, suppliers, and business partners. The three key elements of enterprise performance management are purpose , processes, and people. A low performance orientation with low psychological safety leads to apathy A low performance orientation with high psychological safety leads to complacency A strategy map outlines the strategic approaches along each of the four dimensions of the balanced scorecard. 5. Section 5: Continuous Improvement 0% 1. Generic blocks of competitive advantage 2. Quality and continuous improvement As shown in the previous slide, quality is one of the building blocks of competitive advantage , along with operational efficiency , innovation , and customer responsiveness or customer focus .

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