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Given the fact that the entire organizational structure relies on performance, one needs to ensure that (1) performance levels are reasonably defined and (2) that these performance levels are known to all employees within the organization.
In this sense, an organization that will be implementing the respective framework needs to make sure that the performance levels are reasonably defined. Perhaps an external structure or organization can help defined reasonable levels for outcomes.
The problem we have previously discusses seems to have itself a counterpart in terms of the performance measurement and reporting systems. First of all, measuring performance means that there are specific performance criteria that can be used. These are, in part, related to the strategic planning details I have mentioned on the previous paragraphs.
Second of all, one needs to take into consideration the reasonability of the person who is making the assessments. Again I suggest here someone from outside the organization be used, because it is likely they will be able to be more objective in evaluating the outcomes.
Third of all, the performance...
Because the entire framework is based on performance and outcome levels, one needs to make sure that the right recipient is at the end of the reporting pathway and that the reporting element contains the entire objectivity from the evaluation level. In this sense, it is important to emphasize again the necessity of having objective evaluators and objective reporting facilities, without which the entire framework cannot function.
As an overall evaluation, the framework contains innovative ideas and has every reason to work. Among its weaknesses, I should mention its 100% dependence of performance. As I have previously mentioned, several things need to be put in place in order for the framework to work and any flaw in the way the evaluation is performed or the results are transmitted can be equivalent to malfunction.
The fact that the budget is in the end conceived to respond to the performance levels within the organization may determine what the outcomes of the process may be. It is important to note that the final input into the organization is strictly related to the outcomes.
Strategic Human Resource Management (SHRM) Strategic human resource management is a discipline of managerial ethics that deals with the alignment of inventive human functions to the objectivity of a business. It is the core of organizational achievement through a well-organized business structural culture. There exists a conceptual relationship between SHRM practices, tools of managing capital and in the performance of firm resources. The arbitration of the role of an organizational culture
Strategic Management Process Strategic management entails the steps taken and combination of managerial decisions which sums up the future performance of a particular company. It entails the four pillars of management. The strategic plans give a framework for the entire company to not only use but also apply. The strategic management consists of steps that shape up the implementation, strategic planning as well as evaluation (Wheelen and Hunger, 2004). First step: The
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In both cases, Barclaycard should expand with the aid of its already existent products. Were the new markets or territories to retrieve the desired outcomes, the bank could develop and launch new products and services. 3. Recommended Alternatives Out of the strategic alternatives presented in the previous section, the organization has to choose those that best fit its unique needs and features. They must also focus on the strategies that help the
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