Glossary

Page 2 of 3 Horizontal Connection:  Horizontal Connection is the casual relationship between the driver and result indicators.  It complements the vertical connections between strategic areas and key performance indicators, relating to the company process. Initiatives:  Initiatives are the programs, services, policies, projects, and plans used to carryout strategies. Key Performance Indicators (KPI): Key Performance Indicators (KPI) are quantifiable measurements that reflect the success factors of an organization.  They reflect the organization's goals, are considered in the long-term factor, and the definition of what they are and how they are measured remains the same.  They must be limited to a small number in order to keep employee focused on achieving the same KPI, and those factors essential to the organization reaching its goal should be the only ones focused on.  KPI's give the organization a clear picture of what is important and what they need to make happen. Leadership-driven Methodology (LDM):  LDM is the philosophy of continuous learning that involves feedback.  The process begins with development of a business plan and includes missions, objectives, and strategies/initiatives.  The management system attempts to assess the effectiveness of an organization's operations from multiple points of view. Mission Statement:  A clear definition of where the company is going and what they are going to achieve, in terms of what they want to be.  It must be precise, short, realistic yet challenging, and it should be a simple form of language.    Non-alignment:  Non-alignment occurs when the individual objectives do not line up with the organization's goals.  It happens when employees are given responsibilities and duties, but are not held accountable for the way their duties are performed.   Objectives:  Objectives are broad, time-phased, measurable targets that are related to finances, business results, clients and employees. Organizational Effectiveness:  Organizational effectiveness is an organization who has reached their maximum potential.  It is a matter of comparison, is multi-dimensional, and there is a correlation between the board and the organization.  The concept is a social construction and is important in order to distinguish different types of corporations. Performance Appraisal:  Performance Appraisal is the annual and employee review, and fits under Performance Management.  It contains two basic systems operating together: evaluation system and a feedback system.  The main aim of these systems is to inform the employee of their performance and identify any shortfalls or performance gaps.  The appraisal should be a summary of the conversations held between the employee and supervisor throughout the Performance Management cycle and shifts performance to an ongoing process.  Common appraisal techniques are discussion, constructive intention, goal setting, and credibility.  PA should be done on a regular basis and should break down the jobs into three categories: technical, administrative, and communication.  All results of every assessment should be written down and is a multi-dimensional process.   << Start < Prev 1 2 3 Next > End >>