As is common with this exam paper weaker answers gave

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As is common with this exam paper, weaker answers gave limited examples, which failed to demonstrate sufficient understanding of the issues around involving different parties, who may have different agendas.
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SL Examination Guide June 2015 Page 21 Marking scheme for question 5 (a) To create a culture of performance in the organisation, leaders will have to define what good performance looks like. (1) In a local authority, this could be a range of things, such as collecting a certain percentage of council tax, of processing benefit claims within a set number of days. (1) In addition to these easily measurable targets, the local authority also has more subjective, less easy to measure targets such as customer satisfaction or improving quality of life. (1) Leaders also need to consider the behaviours they expect from staff in the organisation and the kind of culture they expect in the organisation. (1) In a hospital, for example, this could be that every patient is treated as an individual and addressed by name, included in discussions between health professionals and feels comfortable asking questions. (1) The more leaders expect from staff, the more they are likely to achieve, especially if performance measurement and management have been implemented properly. (1) Targets set by the organisation need to be achievable and to provide a challenge for staff – poorly-set targets that are too difficult to achieve could demoralise staff and challenges that are too easy to achieve can lead to complacency and lack of ambition. (1) Expecting teachers to ensure that every single pupil achieves 10A* GCSE results is clearly not achievable, since a number of external factors have an impact on pupil achievement. (1) Employees need to be clear how their performance contributes to the performance of the organisation as a whole. Leaders need to ensure that staff understand how their success and efforts feed into the wider organisational strategy for success. (1) For example, lab staff processing biopsy results in a hospital feed into the hospital’s achievement of diagnosing and beginning treatment for cancer within a government-set number of days – lab staff should be clear why their performance matters to the hospital as a whole. (1) Staff need to be able to see and understand their own performance results and also those of the rest of the organisation, and “competitors”. If leaders are open with staff about the results of the whole organisation, staff may see more clearly how their performance contributes to the success of other parts of the organisation and to the organisation as a whole. (1) For example, staff in a local authority inspecting vacant properties can see how the length of time taken to inspect and arrange for any remedial works to be carried out affects how quickly vulnerable tenants can be housed. (1) Leaders should ensure that there is a mix of financial and non- financial metrics so that staff who are not conversant with the financial environment can have some understanding of performance and feel part of the process. (1)
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