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- When the idea first occurred to her, it seemed like such a win-win situation. Now she wasn't so sure. Marge Brygay was a hardworking sales rep for Inspire Learning Corporation, a company intent on becoming the top educational software provider in five years. That newly adopted strategic goal translated into an ambitious, million-dollar sales target for each of Inspire's sales reps. At the beginning of the fiscal year, her share of the sales department's operational goal seemed entirely reasonable to Marge. She believed in Inspire's products. The company had developed innovative, highly regarded math, language, science, and social studies programs for the K— 12 market. What set the software apart was a foundation in truly cutting-edge research. Marge had seen for herself how Inspire programs could engage whole classrooms Of normally unmotivated kids; the significant rise in scores on those increasingly important standardized tests bore Out her subjective impressions. Bur now, just days before the end of the year, Marge's sales were $1,000 short of her million-dollar goal. The sale that would have put her comfortably over the top fell through due to last-minute cuts in one large school system's budget. At first, she was nearly overwhelmed with frustration, but then it occurred to her that if she contributed $1,000 to Central High, the inner-city high school in her territory probably most in need of what she had for sale, they could purchase the software and put her over the top. Her scheme would certainly benefit Central High students. Achieving her sales goal would make Inspire happy, and it wouldn't do her any harm, either professionally or financially. Making the goal would earn her a $10,000 bonus check that would come in handy when the time came to write out that first tuition check for her oldest child, who had just been accepted to a well-known, private university. Initially, it seemed like the perfect solution all the way around. The more she thought about it, however, the more it didn't quite sit well with her conscience. Time was running out. She needed to decide what to do. 1. Donate the $1,000 to Central High, and consider the $10,000 bonus a good return on your investment.list and describe three of the indicators (i.e., measures) used to monitor and evaluate the effectiveness of a performance management system. When or how often should such evaluations take place? Of the measures you selected, which one would be the most important in understanding effectiveness? Why is it difficult (or not difficult) for organizations to measure the effectiveness of their performance management system? Please share any experience you have in this area.By using an organisational example,evaluate FIVE(5)common problems in performance appraisaland FIVE(5) recommendations to overcome the identified performance appraisal problems.
- Explain in your own words the advantages of “Balanced scorecard” as a strategy performance management tool or a structured report that can be used by managers to keep track of the execution of strategies.Explain the following Performance Management Process Performance Planning Stage Performance Excision Stage Performance Assessment Stage Describe how the poor implementation of the Performance Planning Stage has a negative impact on the flow of the performance management process as a whole.Pls explain in brief... How can organizations support managers and supervisors in conducting effective performance evaluations?
- The implementation of the balanced scorecard (BSC) can involve all of the following excepta. the strong support of top management.b. a strategy of differentiation (as opposed to one of cost leadership).c. a link to reward and compensation systems.d. an accurate reflection of the organization’s strategy.Every good employee performance review process seeks to improve how the overall organization performs while supporting the performance, development, productivity and well-being of its employees. How do you set goals for performance? How often should reviews be given and what action plans should be given to those who do not meet agreed goals?Describe the advantages of using a balanced scorecard to measure and control organizational performance. Suppose that you created a balanced scorecard for Walmart. What specific customer service measures would you include?
- Please explain the following terms: 1.Three-legged stool 2.Performance measure 3.Separation of management and control 4.Accounting measures of performance 5.Economic DarwinismDescribe the advantages of using a balanced scorecard to measure and control organizational performance. Suppose you created a balanced scorecard for a major supermarket in your country. What specific customer service measures would you include?Some organizations may have detailed strategies for measuring product quality and customer satisfaction, but do not put the same emphasis on employee performance expectations. Discuss the possible consequences for an organization that does not use sound performance expectations as part of its performance management strategy.
