Strategic Performance Management:

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Strategic Performance Management:

Table of Contents

Learning Outcome1:2

1.1:-Links Between Strategic Performance and Team Performance:2

1.2 Tools and Techniques to set Performance Targets:3

1.3 Team performance tools to measure future team performance:4

Performance Evaluation Software5



Learning Outcome2:6

2.1 Determine required performance targets within teams against current performance:6

The KPT(Key Performance Targets)s for each review are6

1. Pre contract Contractor Team Performance –6

2. Pre contract Client Project team performance –6

3. Post practical completion Contractor team performance7

4. Post practical completion Client Design team performance (form ref. Post Client)7

2.2 Individual commitment to team performance in achievement of organizational goals:8

2.3 Delegation, mentoring and coaching to the achievement of organizational objectives:9

Reasons Why People Choose To Work With A Coach or Mentor10

2.4 Team Performance Plan to Achieve Organisational goals:10

Learning Outcome3:11

3.1 Process for monitoring team performance and initiate changes where necessary:11

3.2 Team performance against agreed objectives13





3.3 Impact of Team Performance:14

Learning Outcome4:15

4.1 Influencing and persuading methodologies to gain the commitment of individuals to a course of action:15

4.2 Impact of individual dynamics, interests and organisational politics on securing the commitments of individuals to a course of action:16




Tesco is Britain’s leading retailer. We are one of the top three retailers in the world, operating over 3,700 stores globally and employing over 440,000 people. Tesco operates in 13 countries outside the UK.

Everyday life keeps changing and the Tesco team excels at responding to those changes. Tesco has grown from a market stall, set up by Jack Cohen in 1919. The name Tesco first appeared above a shop in Edgware in 1929 and since then the company has grown and developed, responding to new opportunities and pioneering in many innovations. By the early 1990s we faced strong competition and needed a new strategy. We were good at buying and selling goods but had begun to forget the customers. Sir Terry Leahy, who became Chief Executive in 1997, asked customers the simple question - “what are we doing wrong?". We then invested in the things that matter to customers. For example, we launched our loyalty scheme Clubcard and, our internet home shopping service.

Learning Outcome1:

1.1:-Links Between Strategic Performance and Team Performance:

Organisations depend on teams to implement its strategies and enables organisations to be flexible and responsive in the competitive global environment. Teams contribute to the organisation while at the same time providing opportunities to team members to develop relationships within team. Teams are viewed as a major source of ‘environmental forces’ that help shape team members. Previous research by Taggard and Brown (2001) shows that there is a statistically significant relationship between Strategic Objectives and team performance. There is noticeably a lack of research on team behaviours in Nations. The first objective of this thesis is to explore the relationships between team performance and ‘Objectives’ characteristics in the industries in Nations. Past findings suggest that this characteristics of well developed team tend to possess certain ‘behavioural’ characteristics. The literature (e.g., Hoigaard, et. al., 2006; Stevens and Champion, 1994) has shown that that ‘behavioural’ characteristics such as role clarity, role satisfaction, liking, goal agreement, openness to change and differences, participative leadership style, division of task into sub-teams,...
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