PEOPLE.IDEAS.PERFORMANCE

70 Figure 2: The Balanced Scorecard as used by the Tesco Supermarket Company 7KH FKDQJLQJ QDWXUH RI SHUIRUPDQFH PHDVXUHV If managing evaluating and measuring performance is complex discipline, it is additionally essential to recognize that performance measures can and do - and must - change over time. What is adequate for this year may not be so for the following period. As circumstances change, demands, drives and pressures on organizations and their resources to improve in every area change also (Peters 1992). Normally therefore, the overall areas will be kept, and the detail changed. The overall areas do also need review, however, to ensure that the basis of the detail being assessed remains current. 3HUIRUPDQFH DQG LWV PDQDJHPHQW DV D SURFHVV Best managerial practice notes that performance and its management is a continuous process. Performance and its assessment must always be a priority in the operational dealings that take place between managers, supervisors and their staff. Having a fully informed approach, and ensuring that everyone concerned knows understands full complexities both contained in and also surrounding their performance, leads to a much more effective engagement between managers and staff. Managers who limit their engagement with their staff to one-dimensional targets driven either by finance or figures, are necessarily certain to deliver worse performance than those who take fully informed view. To do this effectively requires full knowledge and understanding of the components of successful performance. &RPSRQHQWV RI VXFFHVVIXO SHUIRUPDQFH From a strategic and operational point of view, attention to performance and its management is required in each of the following areas (Pettinger, 2013, Drucker 1999). 0DUNHW VWDQGLQJ : creating the conditions in which the organization can generate the desired reputation; reputation of products and services; reputation of staff and expertise; other conditions of serving the market effectively; attention to specific, as well as overall, wants and needs. 0DUNHW SRVLWLRQ : understanding the present market position; assessing the desired market position; creating the conditions in which the desired market standing is possible;