PEOPLE.IDEAS.PERFORMANCE

72 3XEOLF VWDQGLQJ : identifying the level of public standing and reputation required by the organization within its markets and communities; taking steps to develop the respect and esteem in which the organization is held in its markets and communities; developing a key reputation as employer, supplier and provider of goods and services; identifying and developing the desired and required levels of confidence and expectations; ensuring that the organization builds a general reputation for being a good corporate citizen; ensuring that the organization responds positively to any concerns raised about its performance. (WKLFDO IDFWRUV : identifying and establishing policy and absolute standards below which the organization will not slip; being clear about what it will and will not do; being clear about its attitudes to staff, customers, clients, suppliers and communities; assessing and evaluating any ethical factors in terms of the nature of the markets served, products and services produced; paying specific attention to the standards and quality of the treatment of staff; paying specific attention to the attitudes and approaches to customers, clients, products and service-users; paying specific attention to attitudes and approaches to suppliers; designing and implementing public relations and community relations' strategies. 3URILWDELOLW\ DQG ILQDQFLDO UHWXUQV : designing and implementing the conditions on which desired profit and turnover levels can be achieved; identifying what is acceptable, adequate and unacceptable in terms of profit performance, and the timescales over which this is achieved; identifying the means of measuring and assessing profits, both overall and also in terms of specific products and services and product and service clusters; identifying areas where profits can genuinely be enhanced; responding to the demands of shareholders and backers. 2WKHU IDFWRUV : a strategic and operational ability to concentrate on general efficiency and effectiveness, and to know what each means in particular sets of circumstances; the ability to appraise product and service quality, value and performance; the ability to identify general areas where improvements are required; the ability to identify specific areas where improvements required. 'HOLYHUDEOHV RI WHFKQRORJ\ ,7 DQG LQIRUPDWLRQ V\VWHPV : identifying and delivering the returns required on investments, IT and information systems; relating the technology to staff capability and effectiveness; relating technology to product and service quality and assurance; relating technology to business process effectiveness; addressing questions of safety and security; addressing questions relating to the comprehensiveness of database ease, data storage, and data management systems. This forms the basis for structuring and prioritizing aims and objectives, key performance indicators (KPI), targets, outcomes and deliverables. As stated above, the comprehensiveness of the organization coverage demonstrates a requirement for multiple measures, if performance is to be assessed effectively. Multiple measures have to be spread across all of the above factors; only then can the crucial issues of cost management, cost effectiveness, return on investment, and profitability, be addressed. &RVW PDQDJHPHQW DQG FRVW HIIHFWLYHQHVV± WKH NH\ IRU DQ\ EXVLQHVV Targets of cost management and effectiveness are established by top and senior management, and then translated into product and service delivery, so that resources are used to their greatest effectiveness. The identification of targets for cost management and cost effectiveness is unique to each organization (Peters and Waterman 1982). There is no blueprint to offer. Crucially however, cost management and cost effectiveness can only be fully understood, if each of the above areas is investigated in full detail (Campbell, Edgar, Stonehouse 2011).