Strategic Implementation And Evaluation Of Performance Management PDF

STRATEGIC IMPLEMENTATION AND EVALUATION OF PERFORMANCE MANAGEMENT Chapter 5 SU 4 Study outcomes  Distinguish between strategic intent and implementation.  Display knowledge on organizational culture and capability.  Identify and apply frameworks and p...

STRATEGIC IMPLEMENTATION AND EVALUATION OF PERFORMANCE MANAGEMENT Chapter 5 SU 4 Study outcomes  Distinguish between strategic intent and implementation.  Display knowledge on organizational culture and capability.  Identify and apply frameworks and planning for successful implementation.  Identify and evaluate all aspects that may influence the performance of the sport development practitioner. Strategic implementation Strategic intent  = refers to the execution of the =Gives an idea of what the plans and strategies, so as to organization desires to accomplish the long-term attain in future. goals of the organization. It answers the question what the organization a.k.a ACTION! strives or stands for. “ The sum total of activities and choices required for the a.k.a FUTURE! execution of a strategic plan” The Change Kaleidoscope Balogun & Hailey (2004)  Types of strategic change Adapted from J. Balogun and V. Hope Hailey, Exploring Strategic Change, 3rd edition, Prentice Hall, 2007 Can be accommodated with the existing culture Is a change in and can occur strategy which incrementally. requires a paradigm change but over time. Is change which may be rapid and could result in Refers to change upheaval in the organization which requires rapid but does not demand and major strategic fundamental change to the existing paradigm. and paradigm change. www.newcastlebusinessschool.co.uk Organisational culture  Johnson and Scholes Cultural Web Which events and people are remembered by the company indicates what the company These are the systems and Stories values, and what it chooses to pathways by which the immortalize through stories. organization is controlled This is the visual Control representation of Symbols the company CULTURE This refers to both the This refers to the hierarchy and Organizati Rituals daily actions and structure designated onal and routine behaviors of by the organization.structure individuals within the organization. Power This is the genuine power Structure structures and responsible individuals within the Frameworks and planning for successful implementation Getz, Jones & Loewe (2009) Migration path process https:// strategos.com/wp-content/ uploads/2009/11/Strat-Leadership­- Strategylmplementation-Nov2009.pdf  4. Group the actions into four to six themes or 5. Sequence the clusters action steps 3. Select gap- Division of labour within each closing actions cluster High/low level projects 2. Identify major gaps 6. Check overall between today consistency and and the interdependenci es (Gantt chart) future state 7. Develop the 1. Describe the desired "future Migrati future state and migration path state" on path for divisions and functions The Purpose of a Gantt Chart:  To illustrate the relationship between project activities & time.  To show the multiple project activities on one chart  To provide a simple & easy to understand representation of project scheduling  Example of a simple Gantt Chart  You will see that a Gantt Chart is basically a Bar Chart. Representing project activities against time  EVALUATION OF PERFORMANCE MANAGEMENT Chapter 6 https://www.sportanddev.org/sites/default/files/ downloads/ 10__sport_in_development__a_monitoring_and_evaluatio n_manual.pdf The Logic Model for strategic evaluation by Coalter (2002) An audit of current opportunities Aims and the organizational and social environment. Consultation with community/ stakeholders Audit of community conditions/resources Aims (affirmed or revised)/objectives Performance Indicators Inputs Outputs 1 [staff training/development] Short term results = Resources Financial Outputs 2 Human Programmes: sporting/non-sporting [content/process] Financial Sporting Inclusion Equity/target groups Intended long term changer Sporting Outcomes Skills competencies Intermediate Outcomes (i) Personal/social development (ii) Information/understanding Impacts Changed behaviors 15   Monitoring: Is the regular, systematic, collection and WHAT IS analysis of information related to a planned and agreed programme of action (most MONITORING organizations already do some of this via staff meetings, work plans and various feedback mechanisms). AND  Evaluation: Is the process of undertaking a systematic and EVALUATION? objective examination of monitoring information in order to answer agreed questions and make judgements on the basis of agreed criteria. Concerns may relate to the efficiency, effectiveness, impact and sustainability of an organization or program.