Accountability in the public sector is paramount and it is a necessity for government agencies to understand the key drivers of their performance and develop a method to communicate results to their citizens. This concept of accountability defines what is required to be identified as a performance-focused open government that meets the demands of the public. Most government agencies who desire to improve their performance measures do not feel they are being used effectively in making improvement decisions throughout their departments. In fact, 61% of executives acknowledge that their organizations struggle to bridge the gap between strategy formulation and its day-to-day implementation. So why does this dichotomy exist?
The document provides an overview of enterprise performance management (EPM) methodology in 6 steps: 1) Develop an enterprise strategy, 2) Objectively map the organization, 3) Identify improvement opportunities and key performance indicators (KPIs), 4) Develop an objective and relevant scorecard, 5) Implement outcome-based change management, and 6) Measure the results and continue to refine. EPM focuses on improving organizational performance through strategic planning, objective analysis of processes and costs, identifying opportunities for enhancement, tracking progress with scorecards, managing changes, and assessing outcomes. The goal is to empower leadership to make fact-based decisions to optimize performance.
This document discusses methods for measuring corporate performance, including the balanced scorecard and stakeholder measures. It outlines the advantages and limitations of each. The balanced scorecard takes a holistic view across four perspectives: learning and growth, internal business processes, customers, and financials. It aims to align business activities with organizational strategy but can fail if not properly communicated. Stakeholder measures evaluate performance based on key stakeholder groups' priorities but balancing different stakeholders' interests can be challenging. The document provides an in-depth examination of these two approaches to corporate performance assessment.
This document discusses the balanced scorecard (BSC) approach to measuring organizational performance. It provides background on BSC, noting that it integrates financial and non-financial metrics to help organizations translate strategy into tangible objectives. The document then outlines the typical phases of BSC implementation, including strategy synthesis, measure synthesis, technical implementation, organizational integration, technical integration, and ongoing operation. It also discusses linking department-level BSCs to the overall organizational BSC and strategy. Finally, the document reviews prior literature on BSC and performance measurement.
The document discusses performance measurement for homeless services. It defines performance measurement and outlines ingredients for successful implementation, including establishing strategic objectives and metrics. It notes challenges like pressure on staff to lie about data and discomfort with data analysis. Approaches discussed include prioritizing clients, tracking outcomes over just outputs, and coordinating measurement across service sectors rather than just programs.
Overview of how to transform performance measurement, based on Dr. Dean Spitzer\'s book "Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success"
This document discusses corporate performance analysis. It introduces the concept of measuring total corporate effectiveness and efficiency using a comprehensive performance evaluation system. The objectives are to analyze components of total performance, compare different evaluation approaches, and develop an integrated performance analysis approach. Key aspects covered include the balanced scorecard framework, benchmarking, economic value added, and using indicators to measure areas like cleaner production and quality.
The document provides an overview of enterprise performance management (EPM) methodology in 6 steps: 1) Develop an enterprise strategy, 2) Objectively map the organization, 3) Identify improvement opportunities and key performance indicators (KPIs), 4) Develop an objective and relevant scorecard, 5) Implement outcome-based change management, and 6) Measure the results and continue to refine. EPM focuses on improving organizational performance through strategic planning, objective analysis of processes and costs, identifying opportunities for enhancement, tracking progress with scorecards, managing changes, and assessing outcomes. The goal is to empower leadership to make fact-based decisions to optimize performance.
This document discusses methods for measuring corporate performance, including the balanced scorecard and stakeholder measures. It outlines the advantages and limitations of each. The balanced scorecard takes a holistic view across four perspectives: learning and growth, internal business processes, customers, and financials. It aims to align business activities with organizational strategy but can fail if not properly communicated. Stakeholder measures evaluate performance based on key stakeholder groups' priorities but balancing different stakeholders' interests can be challenging. The document provides an in-depth examination of these two approaches to corporate performance assessment.
This document discusses the balanced scorecard (BSC) approach to measuring organizational performance. It provides background on BSC, noting that it integrates financial and non-financial metrics to help organizations translate strategy into tangible objectives. The document then outlines the typical phases of BSC implementation, including strategy synthesis, measure synthesis, technical implementation, organizational integration, technical integration, and ongoing operation. It also discusses linking department-level BSCs to the overall organizational BSC and strategy. Finally, the document reviews prior literature on BSC and performance measurement.
The document discusses performance measurement for homeless services. It defines performance measurement and outlines ingredients for successful implementation, including establishing strategic objectives and metrics. It notes challenges like pressure on staff to lie about data and discomfort with data analysis. Approaches discussed include prioritizing clients, tracking outcomes over just outputs, and coordinating measurement across service sectors rather than just programs.
Overview of how to transform performance measurement, based on Dr. Dean Spitzer\'s book "Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success"
This document discusses corporate performance analysis. It introduces the concept of measuring total corporate effectiveness and efficiency using a comprehensive performance evaluation system. The objectives are to analyze components of total performance, compare different evaluation approaches, and develop an integrated performance analysis approach. Key aspects covered include the balanced scorecard framework, benchmarking, economic value added, and using indicators to measure areas like cleaner production and quality.
Business process monitoring system in supporting information technology gover...journalBEEI
Information technology (IT) is essential in supporting an organization's business sustainability and growth, making it critically dependent on IT. Therefore, a focus on IT governance, consisting of leadership, organizational structure, and process ensuring that IT organization supports and expands the organizational strategies and goals is required. When the business supports the strategic significance of IT investment, the implementation of an IT strategy will lead to the adoption of an IT governance model. It will support and help the description of the benefit roles and responsibilities from IT systems and infrastructure. This paper aims to develop a business process monitoring system to support IT governance in improving user service and measuring organizational performance. The research method was the system development method with the Waterfall model. To measure the performance of the business process, the self-assessment method with performance matrix tools was applied. The study resulted in a business process monitoring system that can enhance the organization’s primary business process in services, supporting the said organization’s performance.
This document discusses planning, cybernetic controls, and budgeting. It covers long-range planning, action planning, and the budget preparation process. Long-range planning establishes medium and long-term goals and actions from a strategic perspective. Action planning determines the specific tasks, timeline, and resource allocation needed to achieve strategic objectives. Budgeting initiates with performance targets and compares actual results to gauge performance. Budgets are used to allocate limited resources, monitor their use, and prevent overspending.
This in our firms' introduction to the concept of the Balanced Scorecard. We use this as part of developing the strategy monitoring and management processes our clients use to insure their strategies stay on track. While this doesn't include our content associated with actually setting up or managing the process, we hope it helps companies who are considering (or struggling with) a BSC implementation.
The document discusses various types of organizational control systems including feedforward, concurrent, and feedback control. It describes how these different control systems can be used to anticipate problems, monitor ongoing processes, and evaluate outputs. Specific examples are given of how different organizations implement various control strategies like budgeting, quality management programs, and financial reporting.
Benchmarking is a process of comparing business processes and performance metrics to industry best practices from other organizations. It is used to identify areas for improvement and adopt strategies to achieve superior performance. There are different types of benchmarking including process, financial, performance, product, and strategic benchmarking. The benchmarking process involves identifying focus areas, finding organizations with leading practices, surveying their measures and practices, visiting them to identify best practices, and implementing improvements. Benchmarking is an important tool for quality management and enhancing organizational performance and competitiveness.
Lecture 4 quality performance measurement tools and techniquesTantish QS, UTM
This document discusses quality performance measurement techniques. It defines performance measurement and explains that it is an important part of Total Quality Management programs. Performance measures help managers know when and where to implement changes by providing appropriate information. The document outlines some challenges with traditional performance measurement systems and recommends developing new measures that align with TQM principles like customer focus, continuous improvement, and cross-functional teamwork. It also discusses characteristics of effective performance measurement systems and categories of performance measures. Overall, the document emphasizes that performance measurement provides valuable information for understanding processes, making decisions, and driving improvements.
The document discusses various quality improvement tools and techniques. It describes Six Sigma, which aims to minimize process variability through statistical methods. Total Quality Management uses cross-functional teams to solve issues using statistical tools. Additional techniques covered include ISO 9000 quality standards, Quality Control Circles for analyzing work-related problems, and Kaizen for continuous incremental improvement. Quality tools like check sheets, cause-and-effect diagrams, flow charts, Pareto charts, scatter plots, histograms, control charts and brainstorming help organizations understand and improve their processes.
This document discusses strategy evaluation and control. It outlines that strategic evaluation assesses whether the chosen strategy is being implemented and meeting objectives. There needs to be an evaluation system, reward system, and effective information system. Evaluation should happen at different organizational levels and determine if modifications are needed. Criteria for evaluation can include quantitative factors like financial results compared to history and competitors, as well as qualitative factors like consistency with objectives and environmental assumptions. Feedback is used to determine causes of deviations and take corrective action.
Review of hrm, vol. 2, april 2013 35 proceedings of ssusere73ce3
This document summarizes a research paper on the effects of organizational change on employee motivation, adjustment, and values. The research studied 50 employees who experienced a major organizational change. It found that employees tried to maintain moderate motivation levels after the change and make adjustments to cope with new roles. Their values shifted from achievement to survival values to maintain their position in the organization. The document also provides background on types of organizational change, including planned vs emergent, episodic vs continuous, and developmental vs transformational change. It discusses systems thinking approaches to change and common areas of change like structure, costs, processes, and culture. Finally, it outlines two approaches to change - Theory E which prioritizes short-term economic goals, and Theory
CPM is a set of integrated business processes and applications that help organizations define strategic goals, measure performance against those goals, and ensure goals are achieved. It includes processes for strategic planning, strategy execution, performance measurement, and performance management. Performance measurement evaluates results, while performance management takes action on results and ensures targets are met. CPM supports organizations in successfully executing business strategy and improving performance through measurement, evaluation, and corrective actions.
Strategic management theory and practicestrategic controssusere73ce3
This document discusses strategic control and crisis management. It outlines a 5-step process for strategic control: 1) determining the focus of control, 2) establishing standards for evaluation, 3) measuring performance, 4) comparing performance to standards, and 5) taking corrective action if needed. Strategic control helps ensure strategies are aligned with goals and the environment. It also facilitates continuous improvement. Crisis management involves planning for potential crises and learning from past crises to improve preparedness.
Planning and cybernetic controls are important elements of management control systems. Planning controls include long-range planning with a strategic focus of 3-5 years and action planning with a tactical focus of 1 year or less. Budgeting is a key component of planning controls as it quantifies goals and allows for performance evaluation. Cybernetic controls use feedback loops of measuring performance against standards to modify systems and drive performance. Common cybernetic controls include budgets, financial and non-financial metrics, and hybrid systems that use both. Effective planning and control systems help organizations achieve goals in a proactive manner.
Pizza Hut was facing declining sales and changing customer demands. Customers wanted more pizza customization and faster ordering options like online. Pizza Hut made several changes to their system like offering online and mobile ordering, adding more fresh and gluten-free options, and remodeling stores for faster service. They tracked the effects of these changes on sales. Now they plan to remodel more stores based on the results of evaluating the changes made.
This document discusses change management and implementation. It describes ICF's four-phase approach to change management which works with leadership to build awareness, generate approval, and support staff development. The phases include establishing the case for change, planning for change, implementing change, and evaluating and sustaining change. The document also provides two case studies of how ICF has helped clients manage change by analyzing opportunities, building people-centered plans, and executing those plans.
This paper discusses strategy evaluation, review and redesign or the point at which the cycle of strategic management process end and restarts. The complex and contingency nature of this process blends an agenda of resource-based, structure-conduct-performance, agency and other theories. The paper takes the middle course theory of organizational structure-conduct-performance for strategy evaluation, review and redesign. Literature survey on the subject reveals emphasis on ways to simplify and understand the multifarious nature of strategic management process as it projects the trio of evaluation, review and redesign as its driving force. The paper explains the seeming similarities, possible uniqueness and relationship of strategy evaluation, review and redesign to show how the trio functions as rear axles of strategic management process. A simulation exercise is provided to facilitate the application of knowledge skills on strategy evaluation, review and redesign by the NIPSS-PSLC Participants
The document discusses strategic management and strategy implementation. It covers key topics such as the strategic management process, organizational structure, resource allocation, strategic control systems, matching structure and control to strategy, and techniques for evaluating strategy. The strategic management process involves strategic planning, implementation, and control. Effective strategy implementation requires designing organizational structure and control systems, allocating resources, managing politics and conflict, and periodic evaluation of strategy. Strategic control systems provide managers with information to ensure strategy and structure are aligned and the organization is achieving its objectives.
Topics :
System and process of controlling
Budgetary and non-budgetary control techniques
Use of computers and IT in Management control
Productivity problems and management
Control and performance
Direct and preventive control
Reporting
The document discusses how the city of Gresham, Oregon developed an organizational framework and process for benchmarking to improve performance. It established city-wide goals, department objectives, and linked employee performance to achieving these goals. The framework included an organizational model to help employees understand their role and identify customer needs at different levels to develop appropriate benchmarks and metrics to monitor progress towards goals.
This document discusses performance management and creating a performance-driven organization. It defines key terms and outlines several approaches to performance management, including aligning individual goals with organizational objectives, measuring and analyzing performance, rewarding achievement, and providing feedback. It also discusses motivation theories and designing compensation plans, like merit pay and incentive plans, that link pay to individual and organizational performance.
Summary of this courseHealth care business analysesHealth Care.docxmattinsonjanel
Summary of this course
Health care business analyses
Health Care Business Operations and Performance
Introduction
In this module, you will explore the relationship and potential synergy created by consistent vision, mission, goals, and strategic plan. Health care strategy can be formed in one of two ways: it is intended and deliberate, which is created by plans, or it emerges through a pattern of uncoordinated decisions and actions (it just happens). Plans help to create a deliberate strategy. This is a discovery process in which health care organizations define their markets and assess internal operations. Plans move the organization forward toward the realization of a vision. The strategic plan or plan of action is necessary to achieve certain goals and objectives. The plan helps to create alignment and consensus around the organization's intentions. Key managers help to organize efforts and garner momentum for these strategies.
The Strategic Plan
The strategic plan changes or creates additional service lines, clinical procedures, and geographic locations of new clinics, rooms, or other facilities. The plan helps decide where to allocate resources for the high-level initiatives such as new medical technologies. The plan also identifies potential partners for an integrated delivery network or expanded system. When assessing a health care organization, ask what evidence you see of them attempting to work towards a certain vision. What services are they providing? How do they implement the strategy? How are they different from other clinical organizations in the community? How do they remain competitive?
Operations Internal Assessment and Improvement
Introduction
In this module, you will learn to identify methods of assessing and improving the quality of a health care organization. Developing processes is critical in assessing and improving quality since a process is how work gets accomplished. Until processes are fully documented, the interactions and steps cannot be appreciated. The "as-is process" documents what is actually occurring, versus what is supposed to occur. The "to-be process" documents the vision and the proposed process once improvements have been made. By fixing the process, you improve performance. The business process is a set of activities and tasks that are performed in sequence to achieve a specific outcome. The strategy of process improvement increases the throughput (capacity or volume) of a process; eliminates choke points or bottlenecks; and reduces costs, steps, waste, and resources. Look for steps that add value and eliminate those that do not. Reduce the variation in performance over time, remembering that variability causes resource inefficiency.
Analyzing Performance
Methods for analyzing performance include trend analysis and benchmarking. Trend analysis helps health care organizations answer the question, "How are we performing over time?" Benchmarking asks how we compare to our competition. Benchmarking is th ...
Paying attention to outcomes pays off in big ways. Yet many companies fail to take the time to systematically figure out how to measure performance. As a result, the business doesn't flourish as it should. Instead, it stagnates. This presentation highlights the nine success factors of a balanced performance scorecard.
Business process monitoring system in supporting information technology gover...journalBEEI
Information technology (IT) is essential in supporting an organization's business sustainability and growth, making it critically dependent on IT. Therefore, a focus on IT governance, consisting of leadership, organizational structure, and process ensuring that IT organization supports and expands the organizational strategies and goals is required. When the business supports the strategic significance of IT investment, the implementation of an IT strategy will lead to the adoption of an IT governance model. It will support and help the description of the benefit roles and responsibilities from IT systems and infrastructure. This paper aims to develop a business process monitoring system to support IT governance in improving user service and measuring organizational performance. The research method was the system development method with the Waterfall model. To measure the performance of the business process, the self-assessment method with performance matrix tools was applied. The study resulted in a business process monitoring system that can enhance the organization’s primary business process in services, supporting the said organization’s performance.
This document discusses planning, cybernetic controls, and budgeting. It covers long-range planning, action planning, and the budget preparation process. Long-range planning establishes medium and long-term goals and actions from a strategic perspective. Action planning determines the specific tasks, timeline, and resource allocation needed to achieve strategic objectives. Budgeting initiates with performance targets and compares actual results to gauge performance. Budgets are used to allocate limited resources, monitor their use, and prevent overspending.
This in our firms' introduction to the concept of the Balanced Scorecard. We use this as part of developing the strategy monitoring and management processes our clients use to insure their strategies stay on track. While this doesn't include our content associated with actually setting up or managing the process, we hope it helps companies who are considering (or struggling with) a BSC implementation.
The document discusses various types of organizational control systems including feedforward, concurrent, and feedback control. It describes how these different control systems can be used to anticipate problems, monitor ongoing processes, and evaluate outputs. Specific examples are given of how different organizations implement various control strategies like budgeting, quality management programs, and financial reporting.
Benchmarking is a process of comparing business processes and performance metrics to industry best practices from other organizations. It is used to identify areas for improvement and adopt strategies to achieve superior performance. There are different types of benchmarking including process, financial, performance, product, and strategic benchmarking. The benchmarking process involves identifying focus areas, finding organizations with leading practices, surveying their measures and practices, visiting them to identify best practices, and implementing improvements. Benchmarking is an important tool for quality management and enhancing organizational performance and competitiveness.
Lecture 4 quality performance measurement tools and techniquesTantish QS, UTM
This document discusses quality performance measurement techniques. It defines performance measurement and explains that it is an important part of Total Quality Management programs. Performance measures help managers know when and where to implement changes by providing appropriate information. The document outlines some challenges with traditional performance measurement systems and recommends developing new measures that align with TQM principles like customer focus, continuous improvement, and cross-functional teamwork. It also discusses characteristics of effective performance measurement systems and categories of performance measures. Overall, the document emphasizes that performance measurement provides valuable information for understanding processes, making decisions, and driving improvements.
The document discusses various quality improvement tools and techniques. It describes Six Sigma, which aims to minimize process variability through statistical methods. Total Quality Management uses cross-functional teams to solve issues using statistical tools. Additional techniques covered include ISO 9000 quality standards, Quality Control Circles for analyzing work-related problems, and Kaizen for continuous incremental improvement. Quality tools like check sheets, cause-and-effect diagrams, flow charts, Pareto charts, scatter plots, histograms, control charts and brainstorming help organizations understand and improve their processes.
This document discusses strategy evaluation and control. It outlines that strategic evaluation assesses whether the chosen strategy is being implemented and meeting objectives. There needs to be an evaluation system, reward system, and effective information system. Evaluation should happen at different organizational levels and determine if modifications are needed. Criteria for evaluation can include quantitative factors like financial results compared to history and competitors, as well as qualitative factors like consistency with objectives and environmental assumptions. Feedback is used to determine causes of deviations and take corrective action.
Review of hrm, vol. 2, april 2013 35 proceedings of ssusere73ce3
This document summarizes a research paper on the effects of organizational change on employee motivation, adjustment, and values. The research studied 50 employees who experienced a major organizational change. It found that employees tried to maintain moderate motivation levels after the change and make adjustments to cope with new roles. Their values shifted from achievement to survival values to maintain their position in the organization. The document also provides background on types of organizational change, including planned vs emergent, episodic vs continuous, and developmental vs transformational change. It discusses systems thinking approaches to change and common areas of change like structure, costs, processes, and culture. Finally, it outlines two approaches to change - Theory E which prioritizes short-term economic goals, and Theory
CPM is a set of integrated business processes and applications that help organizations define strategic goals, measure performance against those goals, and ensure goals are achieved. It includes processes for strategic planning, strategy execution, performance measurement, and performance management. Performance measurement evaluates results, while performance management takes action on results and ensures targets are met. CPM supports organizations in successfully executing business strategy and improving performance through measurement, evaluation, and corrective actions.
Strategic management theory and practicestrategic controssusere73ce3
This document discusses strategic control and crisis management. It outlines a 5-step process for strategic control: 1) determining the focus of control, 2) establishing standards for evaluation, 3) measuring performance, 4) comparing performance to standards, and 5) taking corrective action if needed. Strategic control helps ensure strategies are aligned with goals and the environment. It also facilitates continuous improvement. Crisis management involves planning for potential crises and learning from past crises to improve preparedness.
Planning and cybernetic controls are important elements of management control systems. Planning controls include long-range planning with a strategic focus of 3-5 years and action planning with a tactical focus of 1 year or less. Budgeting is a key component of planning controls as it quantifies goals and allows for performance evaluation. Cybernetic controls use feedback loops of measuring performance against standards to modify systems and drive performance. Common cybernetic controls include budgets, financial and non-financial metrics, and hybrid systems that use both. Effective planning and control systems help organizations achieve goals in a proactive manner.
Pizza Hut was facing declining sales and changing customer demands. Customers wanted more pizza customization and faster ordering options like online. Pizza Hut made several changes to their system like offering online and mobile ordering, adding more fresh and gluten-free options, and remodeling stores for faster service. They tracked the effects of these changes on sales. Now they plan to remodel more stores based on the results of evaluating the changes made.
This document discusses change management and implementation. It describes ICF's four-phase approach to change management which works with leadership to build awareness, generate approval, and support staff development. The phases include establishing the case for change, planning for change, implementing change, and evaluating and sustaining change. The document also provides two case studies of how ICF has helped clients manage change by analyzing opportunities, building people-centered plans, and executing those plans.
This paper discusses strategy evaluation, review and redesign or the point at which the cycle of strategic management process end and restarts. The complex and contingency nature of this process blends an agenda of resource-based, structure-conduct-performance, agency and other theories. The paper takes the middle course theory of organizational structure-conduct-performance for strategy evaluation, review and redesign. Literature survey on the subject reveals emphasis on ways to simplify and understand the multifarious nature of strategic management process as it projects the trio of evaluation, review and redesign as its driving force. The paper explains the seeming similarities, possible uniqueness and relationship of strategy evaluation, review and redesign to show how the trio functions as rear axles of strategic management process. A simulation exercise is provided to facilitate the application of knowledge skills on strategy evaluation, review and redesign by the NIPSS-PSLC Participants
The document discusses strategic management and strategy implementation. It covers key topics such as the strategic management process, organizational structure, resource allocation, strategic control systems, matching structure and control to strategy, and techniques for evaluating strategy. The strategic management process involves strategic planning, implementation, and control. Effective strategy implementation requires designing organizational structure and control systems, allocating resources, managing politics and conflict, and periodic evaluation of strategy. Strategic control systems provide managers with information to ensure strategy and structure are aligned and the organization is achieving its objectives.
Topics :
System and process of controlling
Budgetary and non-budgetary control techniques
Use of computers and IT in Management control
Productivity problems and management
Control and performance
Direct and preventive control
Reporting
The document discusses how the city of Gresham, Oregon developed an organizational framework and process for benchmarking to improve performance. It established city-wide goals, department objectives, and linked employee performance to achieving these goals. The framework included an organizational model to help employees understand their role and identify customer needs at different levels to develop appropriate benchmarks and metrics to monitor progress towards goals.
This document discusses performance management and creating a performance-driven organization. It defines key terms and outlines several approaches to performance management, including aligning individual goals with organizational objectives, measuring and analyzing performance, rewarding achievement, and providing feedback. It also discusses motivation theories and designing compensation plans, like merit pay and incentive plans, that link pay to individual and organizational performance.
Summary of this courseHealth care business analysesHealth Care.docxmattinsonjanel
Summary of this course
Health care business analyses
Health Care Business Operations and Performance
Introduction
In this module, you will explore the relationship and potential synergy created by consistent vision, mission, goals, and strategic plan. Health care strategy can be formed in one of two ways: it is intended and deliberate, which is created by plans, or it emerges through a pattern of uncoordinated decisions and actions (it just happens). Plans help to create a deliberate strategy. This is a discovery process in which health care organizations define their markets and assess internal operations. Plans move the organization forward toward the realization of a vision. The strategic plan or plan of action is necessary to achieve certain goals and objectives. The plan helps to create alignment and consensus around the organization's intentions. Key managers help to organize efforts and garner momentum for these strategies.
The Strategic Plan
The strategic plan changes or creates additional service lines, clinical procedures, and geographic locations of new clinics, rooms, or other facilities. The plan helps decide where to allocate resources for the high-level initiatives such as new medical technologies. The plan also identifies potential partners for an integrated delivery network or expanded system. When assessing a health care organization, ask what evidence you see of them attempting to work towards a certain vision. What services are they providing? How do they implement the strategy? How are they different from other clinical organizations in the community? How do they remain competitive?
Operations Internal Assessment and Improvement
Introduction
In this module, you will learn to identify methods of assessing and improving the quality of a health care organization. Developing processes is critical in assessing and improving quality since a process is how work gets accomplished. Until processes are fully documented, the interactions and steps cannot be appreciated. The "as-is process" documents what is actually occurring, versus what is supposed to occur. The "to-be process" documents the vision and the proposed process once improvements have been made. By fixing the process, you improve performance. The business process is a set of activities and tasks that are performed in sequence to achieve a specific outcome. The strategy of process improvement increases the throughput (capacity or volume) of a process; eliminates choke points or bottlenecks; and reduces costs, steps, waste, and resources. Look for steps that add value and eliminate those that do not. Reduce the variation in performance over time, remembering that variability causes resource inefficiency.
Analyzing Performance
Methods for analyzing performance include trend analysis and benchmarking. Trend analysis helps health care organizations answer the question, "How are we performing over time?" Benchmarking asks how we compare to our competition. Benchmarking is th ...
Paying attention to outcomes pays off in big ways. Yet many companies fail to take the time to systematically figure out how to measure performance. As a result, the business doesn't flourish as it should. Instead, it stagnates. This presentation highlights the nine success factors of a balanced performance scorecard.
)rganization Devolpment and Change ManagmentAtiqueArifkhan
Organization development is a continuous process of long-term organizational improvement involving a series of stages. It views the organization as a total system and applies an organization-wide approach to functional, structural, technical, and personal relationships. The five stages of the organization development process are: 1) anticipating a need for change, 2) developing relationships between practitioners and clients, 3) diagnosing problems through data collection, 4) creating action plans using techniques like TQM and role analysis, and 5) monitoring results, stabilizing changes, and ensuring self-renewal.
Strategies for improving organizational effectivenessPreeti Bhaskar
Organizational effectiveness can be improved through several strategies:
1. Appreciating resources, people and processes to understand organizational value chains and core processes.
2. Addressing organizational strategy and objectives to ensure alignment with value chains.
3. Aligning organizational structure to strategy by reviewing strategic plans and organizational units.
4. Measuring results against strategy using balanced scorecards and linking them to strategic plans.
5. Demonstrating continuous improvement through feedback, communication and taking suggestions seriously.
This document discusses strategic control presented by a team. It begins by defining strategic control as selecting organizational strategy and structure, creating control systems to monitor strategic performance, and making corrections. It then discusses strategic control in strategic management, the process of strategic control which involves deciding what to control, setting standards, measuring performance against standards, determining deviations, and taking corrective action. Finally, it discusses types of strategic control like premise, implementation, surveillance and alert controls, and the importance of strategic control for efficiency, quality, innovation and customer responsiveness.
This document provides information on organizational diagnosis and benchmarking to improve business performance. It discusses:
1. Organizational diagnosis involves assessing an organization's current performance, identifying gaps between current and desired performance, and determining how to achieve goals. Data collection methods include interviews, surveys, and analyzing primary and secondary sources.
2. Benchmarking involves measuring a company's performance against the best in its industry to identify improvement opportunities. There are four main types and conducting benchmarking involves four steps: planning, data collection, analysis, and adapting best practices.
3. SWOT analysis, value chain analysis, and developing short- and long-term business plans are also discussed as tools to understand an organization and strategize
The document discusses performance management in organizations. It provides 10 steps for effective performance management: 1) develop business plans, 2) establish performance measures, 3) set up monitoring systems, 4) define employee expectations, 5) agree objectives, 6) develop communications, 7) ensure appraisal systems are effective, 8) support employees, 9) seek performance improvement, and 10) recognize good performance. It emphasizes tailoring performance management to the organization to help it and employees perform well without over complexity. Senior managers must communicate goals and ensure resources support objectives, while employees must understand where their roles fit and provide feedback.
The document discusses performance management in organizations. It explains that performance management ensures employees understand what they should be doing and how, and are accountable for results. It also helps organizations communicate goals, monitor and reward good performance, and address poor performance. For performance management to be effective, senior leaders must communicate well and employees must understand organizational objectives.
The document discusses measuring organizational performance through a holistic framework. It examines existing performance measurement models like the balanced scorecard, performance pyramid, performance prism, and action-profit linkage model. These models share similarities like linking customer satisfaction to organizational performance. The document outlines challenges to effective performance measurement like organizational resistance, poorly chosen measures, and lack of data availability. It emphasizes the importance of measuring the right things through a collaborative process and communicating measurements to align performance across departments.
Marketing control involves measuring marketing performance against plans and taking corrective action when needed. It is a cyclic process with four main steps: 1) Establishing performance standards, 2) Measuring actual performance, 3) Comparing actual performance to standards and evaluating any deviations, and 4) Taking corrective actions to align performance with standards. Effective marketing control provides accurate and timely information, focuses on strategic areas, is economically realistic, coordinates with organizational workflows, is flexible, and is accepted by organizational members. It helps monitor performance, locate issues, update information, reformulate plans, and adapt to environmental changes.
Marketing control involves measuring marketing performance against plans and taking corrective action when needed. It is a cyclic process with four main steps: 1) Establishing performance standards, 2) Measuring actual performance, 3) Comparing actual performance to standards and evaluating any deviations, and 4) Taking corrective actions to align performance with standards. Effective marketing control provides accurate and timely information, focuses on strategic areas, is economically realistic, coordinates with organizational workflows, is flexible, and is accepted by organizational members. It helps monitor performance, locate issues, update information, reformulate plans, and adapt to the environment.
Pay for performance systems aim to motivate healthcare providers through financial incentives for meeting quality and efficiency metrics. However, studies show these systems often have mixed results, as important outcomes like time spent with patients are difficult to quantify. While pay for performance is meant to signal a shift away from entitlements, properly specifying and measuring job performance, identifying valued rewards, and linking rewards to performance remain challenges. Effective performance management systems provide goals, feedback, recognition, and learning opportunities to guide employees in advancing organizational objectives.
This document provides a strategic advocacy framework to help organizations like Chintan monitor and evaluate their advocacy efforts. It recommends that Chintan develop a theory of change to integrate its programs, goals, and mission. The framework includes defining goals and interim outcomes and tracking activities. Monitoring and evaluation can help Chintan understand what is effective, adapt strategies, and demonstrate progress. However, advocacy can be difficult to evaluate due to shifting timelines and strategies. The document provides recommendations for Chintan to plan advocacy in its organizational context and become a learning organization that regularly reviews lessons from its work.
Project performance management is the foundation that allows organizations to ensure their projects and activities are aligned with strategic goals and objectives. It is critical for organizations operating in a rapidly changing environment. Performance management spans across management functions and helps ensure people, processes, and technology are working together to achieve organizational missions and goals. It relates to strategic planning, organizational development, change management, project management, customer satisfaction, workforce performance, IT performance, knowledge management, and quality management.
Strategic planning provides a roadmap for where a healthcare organization is going and how to get there. It guides decisions on capital, technology, staff and other resources. The strategic planning process involves 7 steps: 1) reviewing the vision and mission, 2) analyzing strengths, weaknesses, opportunities and threats, 3) developing strategic options, 4) establishing objectives, 5) creating an execution plan, 6) allocating budgets and resources, and 7) ongoing review. When done correctly, strategic planning creates a culture of innovation, improves decision-making and resource allocation, and helps organizations deliver high-quality care by shaping their future.
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Similar to Whitepaper: Becoming a High Performing Organization (20)
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Whitepaper: Becoming a High Performing Organization
1. Whitepaper:
Becoming a High
Performing Organization
K.L. Scott & Associates, LLC
235 Peachtree Street NE, Suite 400
Atlanta, GA 30303
(404) 692-5552
info@klscottassociates.com
www.klscottassociates.com
2. 2
Introduction
Accountability in the public sector is
paramount and it is a necessity for
government agencies to understand
the key drivers of their performance
and develop a method to
communicate results to their citizens.
This concept of accountability
defines what is required to be
identified as a performance-focused
open government that meets the
demands of the public. Most government agencies who desire to improve their performance
measures do not feel they are being used effectively in making improvement decisions throughout
their departments. In fact, 61% of executives acknowledge that their organizations struggle to
bridge the gap between strategy formulation and its day-to-day implementation.1
So why does
this dichotomy exist? There is a significant difference between performance measuring and
reporting and performance management.
What is Performance Management?
Performance management is a governance process for setting organizational goals, monitoring
initiatives implemented to achieve those goals, and administering strategic change initiatives if
desired goals are not achieved. The objective of performance management is to ensure that an
organization and its systems (processes, departments, human resources, etc.) are executing at
an optimal level to achieve the desired outcomes. The data collected provides an indicator on
how the organization is performing in comparison to its goals and objectives. The resulting
analysis gives insight to organizational leadership to make evidence-based decisions.
An organization can implement a performance management governance model by simply
administering the following activities:
• Identify and prioritize organizational goals
• Establish a method to measure progress toward organizational goals
• Standardize units of measure for system (processes, departments, programs, human
resources, etc.) outcomes
• Track and measure progress toward organizational goals
• Establish continuous feedback and collaboration between management and
individuals/teams working on initiatives
• Administer periodic performance reviews (monthly, quarterly, semi-annual, annual, etc.)
• Reinforce best practices through training initiatives
• Implement course correction activities to improve progress when needed
1 The Economist. Intelligence Unit 2013. “Why good strategies fail: Lessons for the C-suite”. Project
Management Institute
Leadership in the public sector must understand
the difference between “output” performance
measures and “outcome” performance
measures. An “output” measure is internally
focused while a performance “outcome” is the
primary focus of external stakeholders.
3. 3
Why Do Government Agencies Need to Measure Performance?
The process of managing performance is critical to understanding if your organization is
performing at an optimal level. Citizens today are demanding more from their government and
the tax dollars that they spend. In the spirit of such scrutiny, government is under pressure to
provide transparency and performance results to the public. For this reason, measuring
performance of programs, process, systems, and customer service is a means to demonstrate
successful outcomes to the community. There are a variety of reasons why government should
measure performance:
1. Remove any ambiguity between perceived results and actual results
2. Baseline current performance in order to monitor improvement over time
3. Make decisions based on evidence
4. Demonstrate how change leads to improvements
5. Enable performance comparisons
6. Accountability
7. Recognition of success
Establishing a Performance
Management Culture
Implementing performance management requires a culture change and executive sponsorship.
Introducing change is very challenging however if the desire is to become a performance-based
organization, certain transformative milestones must be accomplished before an organization fully
adopts and governs itself as an accountable and performance based entity.
Organizational leadership must clearly communicate the vision and mission of performance
management. This is the only way to establish fully committed employees. Employees will have
to support and drive the change. When introducing change to an organization, it is natural to
prejudge its value, as noted in Figure 1 - Organization's Perceived Value of Strategy. Individual
staff members transition through the adoption curve in three phases – Fear, Acceptance, and
Adoption. In order to drive this mind shift, quantifiable results have to be achieved and observed
by the organization. When introducing change, the initial result will be fear. Employees will initially
feel as though they are adding more tasks to their current responsibilities; participating in an
initiative to either remove or reduce their role in the organization; or just going through another
phase that will soon pass as yet another failed initiative. However, after the initial opposition, the
staff will begin to see tangible results. They will see that the change has not just helped the
organization but them individually to make their job more efficient and effective. As more results
are received, full adoption will take place. At this point, the employee is now an advocate for the
process.
4. 4
Figure 1 - Organization's Perceived Value of Strategy
In order to move the entire organization’s staff along the adoption curve, executive leadership
must establish “Change Champions” at the onset of the initiative. Change champions reinforce
the desired behaviors even when the results are not generated initially. At the onset of any
initiative, these individuals help gain traction until tangible results are realized.
Through the assistance of Change Champions, executive leadership must identify and
communicate how the performance information will be utilized. Before an organization decides
what to measure, it must determine what the measures will be used for. Each department,
division, business unit, etc. has an internal mission that contributes to the overall organization.
Once you have determined why the organization is implementing performance management, you
can then identify which processes will be affected. When you have identified the processes
affected, the organization must evaluate and extract performance measures that will support
decision making. In many cases, an organization may have to modify existing processes or create
new processes to provide performance information. The modification of business processes is
an important foundational step in the performance management effort.
In addition, to implement a successful performance management governance model, an internal
division or business unit should be established for checks and balances. This division or business
unit would provide complete oversight of the management and monitoring of performance
measures and reporting across the organization or agency. This functional area should be led by
a Chief Strategy Officer (or Director) that reports directly to the head of the Department. The
structure must take place before implementing the performance management process. It must
be managed as it is completely driven by the value perception of staff members. A successful
change management implementation to establish a performance-based culture must observe the
following steps:
• Assess the organization’s capacity for change
• Assess the risk to implementing change
• Assign responsibility to promote and adopt change (i.e. change champions)
5. 5
• Establish a communications process
• Implement performance management training (group and individual)
• Communicate successful accomplishments and milestones as they are achieved
The Performance Management Process
Now that we have established a change
management plan to create a performance-
based organizational foundation, we are ready
to implement the performance management
process. Best-in-class government agencies
focus on how they use data and translate it to
information. In fact, utilizing data provides an
evidence-based performance management
approach to identify whether an organization’s
current system is working and what happens as
a result of implementing course-correction
initiatives. We call this unit of measure the
performance improvement indicator PI².
Leadership in the public sector must
understand the difference between “output”
performance measures and “outcome”
performance measures. An “output” measure
is internally focused while a performance
“outcome” is the primary focus of external
stakeholders.
There are three areas of focus to establish a foundation for performance improvement:
• Performance measures – data elements used to provide an organization with a series of
measures that quantify the outcomes of systems, processes, and programs.
• Performance measurement – process an organization implements to collect and analyze data
to monitor systems, processes, and programs.
• Performance management – process used to regularly check the progress of goals and the
action taken by the organization based on the variance between a performance measure and
the targeted goals.
Performance management is composed of six (6) steps
Step 1: Evaluate Organizational Priorities
The organizational goals and objectives are the focus when measuring performance.
Government agencies should ask themselves the following questions:
• What services do we want to provide to citizens?
• What needs of the citizens should we address?
6. 6
• How can we use our resources (financial, technology, human capital, etc.) to serve the
citizens in the most efficient way?
This process is successfully implemented through the creation of a
Strategic Plan. The strategic plan is coupled with performance
management as it is continuously monitoring progress to positively impact
KPIs of the organization. Through the establishment of a strategic plan,
the organization understands its vision, mission, values, and goals. The
Strategic Plan helps establish major project initiatives to accomplish the
goals and provides the high-level work plan for the organization.
For example, when developing their Strategic Plan, a government client in the state of Florida
identified one of the needs of its citizens as providing public safety. The client desired to achieve
this by the objective of reducing the prison population through providing prevention initiatives,
rehabilitation treatment, and job opportunities. They identified increasing resources for
Community Support Services to aide in the accomplishment of these services.
Step 2: Choose Performance Measures
After determining organizational priorities, it is important to know what your organization should
measure. Performance measures serve as indicators on how well your processes, systems,
programs, etc. are performing. When making this decision, include your team because they will
be involved in the implementation of performance initiatives. You should start with existing
measures that are currently available. For example, this includes performance data aggregations
such as the number of customer service calls per month, number of training sessions provided
per week, application processing time, financial indicators (gross revenue, net profit, etc.),
customer feedback data, employee retention rates, and many more. This data should currently
reside in existing systems along with business processes that produce data output. The
organization should create a database that extracts and consolidates the performance data into
one repository that is retrievable by a Performance Management System.
Figure 2 - Performance Data Consolidation
7. 7
Once you have identified existing processes or programs along with their performance measures,
the performance management team should identify the gaps that exist due to lack of tracking or
quantifiable outputs. If gaps exist, as they often do, the performance management team should
create its own measures based on their goals/desired outcomes derived through the strategic
planning process and determine what should be targeted. These target measures should be
1. Relevant. The performance measure should be frequently occurring or have a great
impact on the organization.
2. Quantifiable. The performance measure must equate to a unit of measure.
3. Accurate. The performance measure must follow acceptable guidelines agreed upon
by management.
4. Feasible. The identified target measure must be realistic given the resources available.
Business processes that are imperative to the target goals and objectives of the organization
may require modifications if they are not currently quantifiable. This step is part of creating a
performance measuring process. What gets measured gets managed (and improved). By
utilizing a Performance Management System, measures that are not existing can be manually
entered and stored for continuous tracking, monitoring and reporting.
Step 3: Determine Performance Baseline KPIs
Once performance measures have been identified, your organization
should collect the current-state data (baseline) for each corresponding
measure. This data is a snapshot of where your organization is
currently performing. This data will be the basis of comparison for all
subsequently collected data as you move forward with the
implementation of your strategic plan.
When determining the baseline, it is important that the organization
explain, teach, and re-evaluate the steps taken to calculate the
measure for future retrieval and use (e.g. recalibration). This process
should be tested and replicated to prove the methodology is reliable. For each measure, you
must record the following:
• Data source
• Method or process used to collect the data
• Frequency of the data collection (daily, weekly, monthly, quarterly, etc.)
• Resource responsible for managing the measuring process
Step 4: Evaluate Performance
When you have created a baseline for your KPIs, it is up to the
organization to evaluate each measure and determine the desired
performance outcome. At this time, an organization may compare
their performance against the industry best practices or develop
their own objective targets through the process of strategic
planning.
Benchmarking provides a method of unbias analysis of
performance and identifies the organization’s strengths and
weaknesses in comparison to its peers. It is a good barometer when determining targeted goals.
8. 8
In fact, benchmark analysis keeps an organization grounded and realistic when determining
desired performance.
Step 5: Develop Implementation Plan
An implementation plan is a high-level
roadmap that identifies desired outcomes
and initiatives. Each initiative should
spawn a series of projects to organize the
workflow. Each project will be assigned a
project manager that will drive a grouping
of tasks set forth to accomplish the
desired outcome. The project manager
will develop an implementation (i.e.
project) plan containing scheduled tasks,
assign resources, and project milestones. The project manager will drive the tasks to completion
and hold the assigned resources accountable for managing and recording KPIs. Once the
milestones in the plan are achieved, the resource member will enter their assigned measures into
a performance management system. The performance management system will organize the
KPIs against the baseline where the team can build reports and create real-time dashboards.
Step 6: Monitor Ongoing Performance
Once your organization begins to implement their improvement strategy, it is imperative that
performance is monitored on an ongoing basis. Some processes occur more frequently than
others, however each completed outcome should be recorded and compared against both the
baseline and the target. If performance results are not being achieve, it is time for leadership to
make the necessary adjustments by revisiting the plan and implementing course correction
activities.
For an initial consultation on how KLS&A can assist you in becoming a High Performing
Organization contact
Keith L. Scott, MBA
President & Chief Executive Officer
K.L. Scott & Associates, LLC.
(404) 692-5552 (office)
sales@klscottassociates.com
www.klscottassociates.com