PERFORMANCE REPORT

Performance Report



Performance Report

Introduction

The study shows the performance report of the Laundry which is not satisfactory as the actual expenses that incurred during the quarter exceed the allocated budget for the Laundry. However, if the performance report of the Laundry is taken into the considerations then the performance of the Laundry is not good, but there is a major issue present in the hospital that is the lack or miscommunication between the departments. The reason why this lack of communication is taking place within the organization is that the Supervisor of the Laundry did not know about the allocated budget of the hospital's Laundry expenses.

Discussion

The problem that is taking place within the administration of the hospital is that the lack of communication and understanding among the department as the Laundry did not know about its allocated budget due to which the actual exceeded the estimated budget. Furthermore, the supervisor of the Laundry also tried his best to minimize the cost or the expenses of the Laundry department but due to lack of communication, the performance report is showing loss. In addition, to a greater or lesser extent, scientists and science-performing institutions are in the business of communicating about their research. Peer-to-peer communication characterizes most “scientific” communication, and much of that is moderated through academic journals, professional conferences, and in technical seminars and symposia, many researchers resist or feel uncomfortable engaging in “public” communication about their work. But societal and political pressures are placing increasing pressure on scientists and research institutions not only to communicate to the public about the research they perform, but also to make sure that public communication has the desired impact of broadening public support for the scientific enterprise more broadly. In other words, the purpose is not just to communicate, but to communicate strategically. (Nisbet and Mooney, 2007)

A strategic approach to communication implies mindfulness of the news or information environment in which the organization finds itself, the key messages the institution wishes to convey, the audiences to whom the messages should be targeted and how they acquire and use information, the expected outcomes of the message (awareness, understanding, behavior), the success of the messages in eliciting those outcomes, and how the communication function of the organization is integrated into organizational politics and culture. (Borchelt, 2001)

Strategic communication requires that organizations choose judiciously to create a communication portfolio that balances high-investment, high-payoff strategies against low-investment but equally low-payoff communication activities. For example, a laboratory tour for the local senator may take more than a year and hundreds of hours of planning aimed at communicating with just one person but could result in substantially better funding or better recognition. By contrast, a news release that results in a story for a trade magazine might reach a lot of eyes, but those eyes may not belong to any strategically important stakeholders. A strategically managed communication portfolio is likely to be weighted more heavily toward discrete, high-payoff activities rather than broad but marginal communication even if it seems possible to “reach” ...