ANTENNA CASE

Antenna Case



Antenna Case

Introduction

Organizational performance, also referred to as organizational effectiveness or organizational success, lies at the heart of what capitalistic for-profit companies in the UK pursue. Organizational performance is the result of the interaction of strategy, organizational context, and individual behaviour. It is achieved when people execute a strategy collaboratively in the social context of the workplace. Companies in the UK seek to make money and any strategy or activity that helps them achieve that goal is perceived as valuable. Traditionally, organizational performance has been defined in financial terms. For example, the most desirable financial outcome is profit, which is defined as revenues in excess of expenses on the balance sheet (Radcliffe, 2009, 897). Some organizations have expanded their view of organizational performance to include corporate social responsibility or some set of industry-accepted metrics by which organizations can compare their results with competitors' results.

Many MBA students, including this researcher, learned the phrase, "If you can't measure it, you can't manage it." This perception drives the desire among managers in organizations for data that informs decision-making. The most common, traditional ways of measuring organizational performance, though, fail to take into account the non-financial ways organizations generate value (Kaplan, 2010, 100). Today, the concept of balanced scorecard (BSC) is becoming extremely popular in business environment. In the case of Antenna Aalia after different discussion decided to with the balance scorecard approach fro setting appraisal smart goals. In this paper we are going to discuss various benefits of performance management for Antenna, after that we are going to apply the goals and measures related to the issues identified. In addition we are going to compare Balance score care with two other models.

Modern businesses depend upon measurement and analysis of performance. Measurements must derive from the company's strategy and provide data and critical information about key processes, outputs and outcomes (Kaplan, 2009, 451). The data and information necessary for measuring and improving performance are of several types, including: the client, the level of product and service performance, operations, market, competitive benchmarks, suppliers, issues related with employees, costs and finance. The analysis requires the use of data to determine trends, projections, and cause and effect - that are not evident without analysis. The data and analysis help a variety of business objectives, such as planning, reviewing company performance, improving operations, and compare company performance with competitors or "best practices (Kaplan, 2012, 71). An important consideration in performance improvement involves the creation and use of measures or performance indicators. Measures or performance indicators are measurable products, services, processes, and operations that the company uses to track and improve performance. The measures or indicators should be selected to best represent the factors that lead to improved client performance, operational, and financial. A comprehensive set of measures or indicators tied to customer and / or performance set by the firm represents a clear basis for aligning all activities on the goals of the company. For the data analysis process monitoring, measures or indicators themselves may be ...