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Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
Measuring Strategic Results for Cooperatives
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Measuring Strategic Results for Cooperatives

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Material for cooperatives

Material for cooperatives

Published in: Business, Technology
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  • 1. Why are you in payroll? Measuring Strategic Results
  • 2. In its simplest terms, you have been hired to get specific results . A wage or a salary is a payment for a specific quality and quantity of work that can be combined with the work of others to create a product or service that organizations willing to pay for
  • 3. Key Result Areas Once you have determined your key result areas, the second step is for you to grade yourself on a scale of 1-10 in each of those areas. Where are you strong and where are you weak? Where are you getting excellent results and where are you under performing KRA Quantity Quality Timeliness
  • 4. T hese are the results that you absolutely, positively have to get to fulfill your responsibilities and make your maximum contribution to your organization. There is essential knowledge and skill that you must have for your job.
  • 5. Your failure to perform in a critical result area of your work can lead to failure at your job
  • 6. There are core competencies that you have developed that make it possible for you to do your job in the first place. But there are always key results that are central to your work and which determine your success or failure in your job
  • 7.  
  • 8.  
  • 9. Management Performance
  • 10. Management Performance
  • 11. Management Performance
  • 12. PEARLS <ul><li>P rotection </li></ul><ul><li>E ffective Financial Structure </li></ul><ul><li>A sset Quality </li></ul><ul><li>R ates of Return </li></ul><ul><li>L iquidity, and </li></ul><ul><li>S igns of Growth </li></ul>the PEARLS system was originally designed and implemented with Guatemalan credit unions in the late 1980s.
  • 13. CAMEl ( C) Capital (A) Asset Quality (M) Management (E) Earning and (L) Asset Liability Management
  • 14. Gawad Pitak Given by Land Bank of the Philippines Under the Gawad PITAK Agri-based category, winners with respective prizes in the form of fixed assests are: First Place winner - San Joaquin Multi-Purpose Cooperative (MPC), Ilocos Norte with P500,000; Second Place winner - Kabalikat Para sa Diyos at Bayan MPC in Odiongan, Romblon with P400,000; Third Place is Barbasa MPC in Antique with P300,000; Fourth Place is Bagumbayan PMPC in Bagumbayan Lla-nera in Nueva Ecija with P200,000 and Fifth Place is Catmon MPC in Sta. Maria Bulacan with P100,00.
  • 15. <ul><li>In the Non-Agri based Category are winners from </li></ul><ul><li>NIA Region IV Employees MPC in Pila, Laguna with P300,000 first place prize; Dingle Government Workers Development Cooperative in Dingle, </li></ul><ul><li>Iloilo with P250,000 second place prize; </li></ul><ul><li>Sta. Cruz Savings and Development Cooperative in Sta. Cruz, Ilocos Sur with P200,000 third place prize; </li></ul><ul><li>Escalante Public and Private School Teachers and Employees MPC in Negros Occidental with P150,000 fourth place prize; and </li></ul><ul><li>Kapalong MPC in Davao del Norte with P100,000 fifth place prize </li></ul>Gawad Pitak Given by Land Bank of the Philippines
  • 16. CDA Gawad Parangal
  • 17. T he balanced scorecard ( BSC ) is a strategic performance management ol – a semi-standard structured report, supported by proven design methods and automation tools, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from these actions. It is the most widely adopted performance management framework reported in speaking western countries and Scandinavia in the early 1990s). Since 2000, use of the Balanced Scorecard, its derivatives (e.g., performance prism ), and other similar tools (e.g., Results Based Management ) has also become common in the Middle East, Asia and Spanish-speaking countries. Balanced Score Card
  • 18. Vision & Strategy Financial Internal Business Process Learning & Growth Customers
  • 19. To be financially sound, how should we appear to our shareholder Objective Measure Objective Target Financial
  • 20. Board and management should continually identify and assess strategic options. Boards that continuously seek to improve their performance regarding their profound responsibility of setting strategic direction will lead the way for truly effective, accountable governance. Conclusion
  • 21. Jerry C. Namken Strategic Planning Handbook for Cooperatives Galen W. Rapp USDAIRBS, 1994 Accord Limited 1990-2007 CDA Gawad Parangal 2011 CDA COOP - PESOS Penaloza BSC Sources

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