BUSN11080 : Managing Organisational Health

Answer

1. The organizational performance management is a very important perspective for the development of the organization. The performance management caters to the improvement of the employees and the managers (Wood et al. 2012). The organizations can hope to gain the better performance and in turn the better productivity. All the organizational activities are aligned properly because of the proper performance management. This helps the organization to get a get a long-term view for the future. The performance improvement practices are developed to measure the overall performance of the people. The result oriented activities are developed for the organization in depth (Wood et al. 2012).

2. The organizations must be able to identify their key performance indicators to improve their performance indeed. If they are unable to identify these KPIs, they will nnot be able to know about their strengths and weaknesses (Parmenter 2015). These KPIs are generally the non-financial measures for the company that is used to improve their overall performance. These things should be improved in order to satisfy the customers on a long run. These are very critical for measuring the success of the organizations (Parmenter 2015). All the individual employees should be looking to execute the KPI strategies so these can be utilized for the betterment of the organization.

3. Balanced Scorecard is a very important section of the improvement of the organizations. This balanced scorecard is generally based on the Kaplan and Norton models (Kenny and Bourne 2015). This balanced scorecard is designed to measure the progress of the organization towards meeting the strategic objectives. The organizational performance is tracked through this scorecard. The balanced scorecard should be adapted for the public and non-profit organizations also so that their strategies can be executed properly as well. The non-profit organizations will need to talk in the same language to the bodies that make the donations (Kenny and Bourne 2015). They would like to track their own performance of the social investments indeed.

4. The risk assessment and risk management should always be a continuous process. All the organizations are very keen on tapping into new markets and they would look to gain the best advantage for making the profits. However, they will need to assess the risks that are already there in the new markets (Lam 2014). They should develop some important tools that should be helpful for them to get the best to combat the risks. The key risks should be identified for the risk management program and they must be resolved indeed. The different contingency plans should be developed in order to address the situations. The assessed risks then can be resolved by using the tools.

5. Efficiency and effectiveness are generally very important things to get to the outcomes for the benefits of the organization. These two aspects like the efficiency and effectiveness are complementary to each other. The effectiveness is about the getting the things done in the best ways for the company (Bartuševi?ien? and Šakalyt? 2013). The fact of efficiency is about executing the things or strategies in a faster way. In some cases, efficiency is put first because some people want to get the things done very fast. This can be a huge problem if it is not done effectively indeed. This is why effectiveness should be the first priority since it makes a big impact on the entire process (Bartuševi?ien? and Šakalyt? 2013).

References

Bartuševi?ien?, I. and Šakalyt?, E., 2013. Organizational assessment: effectiveness vs. efficiency. Social Transformations in Contemporary Society, 1, pp.45-53.

Kenny, G. and Bourne, M., 2015. Performance measurement. Wiley Encyclopedia of Management, pp.1-3.

Lam, J., 2014. Enterprise risk management: from incentives to controls. John Wiley & Sons.

Parmenter, D., 2015. Key performance indicators: developing, implementing, and using winning KPIs. John Wiley & Sons.

Wood, S., Van Veldhoven, M., Croon, M. and de Menezes, L.M., 2012. Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being. Human relations, 65(4), pp.419-445.