PEOPLE.IDEAS.PERFORMANCE

71 identifying opportunity costs; identifying marginal costs - especially points at which additional capital expenditure and investment would be required. ,QQRYDWLRQ UHVHDUFK DQG GHYHORSPHQW : creating the desired capacity for innovation; identifying differences between desired and actual levels of innovation; identifying and managing the time necessary for new products, services and ideas to reach the market; identifying the corporate attitude to research and development; identifying the percentages of new ideas that become fully commercialized; creating the conditions in which the desired levels of new ideas become fully commercialized. &UHDWLYLW\ : creating the conditions in which staff expertise can be developed; creating attitudes of versatility and the ability to diversify; creating the capability and willingness to turn new ideas into commercial successes; resourcing and supporting creative, innovative and pioneering initiatives. 5HVRXUFH XWLOL]DWLRQ : identifying organizational standards for efficiency and effectiveness; identifying the resource-based structure on which primary and support functions are to be supported; concentration on specific issues especially wastage rates, product and service failures, the ability to attract, recruit and retain key expertise. )XQFWLRQDO DQG RSHUDWLRQDO PDQDJHPHQW SHUIRUPDQFH : creating the conditions in which the desired levels and quality of performance can be achieved; assessing performance by function, department, division and group; assessing performance of different levels of the management hierarchy - director, general manager, senior, middle, junior, supervisory and first line; identifying the standards of attitude, behavior and performance required in each. 0DQDJHPHQW GHYHORSPHQW : assessing the areas of organizational, functional and operational strengths and weakness; identifying the fund of managerial expertise desired and required; assessing the gaps in managerial performance and strength, and taking steps to remedy these; assessing the actual expertise and capability and developing specific skills, knowledge and expertise as the result; assessing the contribution and value made by management at all levels and taking steps to develop and enhance this. 6WDII SHUIRUPDQFH : creating the conditions in which the ideal level of staff performance is achieved; identifying gaps and shortfalls in staff performance; identifying the reasons for this; concentration on specific issues - the ability to attract, recruit and retain specific expertise; the relationship between staff performance and management style, and the ability to reform and develop management style as the result. :RUNIRUFH VWUXFWXUH : the extent to which the workforce structure delivers the results desired and required; strengths and weaknesses of workforce structure; problems of lack of communication; problems of alienation; the opportunities and consequences of specific patterns of work; determining specific patterns of work and accepting the opportunities and consequences. :DJH VDODU\ DQG SD\ OHYHOV : adopting a strategic view to what is being paid for; relationships between pay and performance; relationships between pay and profits; the ability to address local factors and conditions; the ability to address industrial factors and conditions; pay as incentive; the relationship between pay and expertise, and the use of economic rent; known, believed and perceived areas of over and under-paying. 2UJDQL]DWLRQ FXOWXUH EHKDYLRU DWWLWXGHV DQG YDOXHV : creating the desired culture, behavior, attitudes and values; the extent to which current patterns of behavior are positive or negative; identifying and removing negative factors; concentrating on developing motivation and morale; the contribution to overall performance of staff policies, employment relations, staff management; concentration on those aspects of organization culture that are weak, unsuitable and unacceptable. .H\ UHODWLRQVKLSV : investing in strong positive and enduring relationships with backers, staff, suppliers, distributors, customers, clients and communities.