February 25, 2013
Planning and Measuring Performance
All managers should be doing some sort of controlling of their units at all times, even if their departments are performing as planned because they can’t really know that unless they’ve evaluated what activities have been done and compared actual performance against the desired standard. Effective controls ensure that activities are completed in ways that lead to the attainment of set goals. Controlling is defined as the process of monitoring, comparing, and correcting work performance. (Robbins & Coulter, 2012). The objective of this paper is to select the standards to evaluate the goals of the company that was used in my organizational planning exercise. The goals were to achieve positive net gain in every location and to drive continuous improvement in our processes, our products and our client service. The three standards that the management team put in place to help achieve these goals and to try to put incentives in place for the employees are as follows. * All call center employees that maintain a 90% client survey score receive a day of PTO. * All call center employees with zero lost clients for the quarter will receive one lunch on the boss. * All call center employees with no late arrivals receive an extra hour for lunch. The tools that will be used to measure the performance will be: * Feedforward, concurrent, and feedback controls
* Key stats and
* Benchmarking of best practices.
Managers can implement controls before an activity begins, during the time the activity is going on, and after the activity has been completed. The first type is called feedforward control; the second, concurrent control; and the last, feedback control. Feedforward Control
The most desirable type of control—feedforward—prevents problems because it takes place before the actual activity. Concurrent Control...