Key Performance Factors and Indicators

 

Introduction

1 Organisations divide up their work (their objectives). They group together various pieces of work (objectives) and call them positions (= jobs). They give a position to a person (a Position Holder).

2 Thus, each Position Holder (PH) does different pieces of work i.e. tries to achieve different objectives.

3 Assumption. Some work (objectives) which a Position Holder does (or should do) rates as more important than other work.

4 In other words, if a PH (Position Holder) does not do some work well (achieve some wise objectives), it will mean that their Section or Division or the Organisation cannot perform well.

Key Performance Factors

5 These notes use the term “Key Performance Factors”* to describe such important pieces of work (= important areas of a position).

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Checking – Part 2

 

Key Performance Factors

Introduction

1  of these notes defined checking (the measurement of something and a comparison of the result of the measurement with a standard), listed five stages in checking, and discussed the two major processes in checking (measuring and evaluating).

2 The notes listed the four inevitable activities involved in all checking and discussed some important ideas in measurement.

3 The Part 1 notes then discussed why check something, when to check, who should check, and who should receive the check.

4 These notes (Part Two) discuss what to check. Then the evaluation part of the checking process and cover purpose, the need for Subordinates to accept, and when they discuss – who should know of the check first and checking to controlling.

What to Check

Check a Plan and/or a Result

5 People can check on (a) a plan to achieve an (end) objective and/or (b) the results achieved with respect to an end objective or any stage along the way.

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Checking – Part 1

Introduction

1 These notes (Part 1) define “checking”, list the stages in checking, and discusses the two major processes in checking. The notes list the inevita­ble elements involved in all checking and discuss some important ideas in measurement and the point that some measurement scales appear to offer evaluations when really they just measure something.

2 Next they discuss (a) ‘Why measure something and (b) when to check under the two headings of (i) the possibilities for deciding when and (ii) the factors which Checkers should use to decide when.

3 Finally they discuss who should check and who should receive the check.

4 Part Two of these notes discuss what to check. Then they concentrate on the evaluation part of the checking process and cover standards (meaning, purpose, the need for Subordinates to accept, and when to set them); who should evaluate and the relationship of checking to controlling.

A Definition Of Checking

5 The definition of checking given below probably agrees with the common usage of the word – Checking: The Measurement Of Something And A Comparison Of The Result Of
The Measurement With A Standard

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Introduction to Measurement

Introduction

1 Managers should understand the underlying structure of measurement in order to appreciate the limitations of the measuring devices they have. These notes define  measurement and scales. They discuss four major types of scales and various properties which help to distinguish other types of scales. They consider Rating and Ranking, together with the advantages of one as opposed to the other, and suggest when to use each of them.

2 The use of objects as a basis for classification introduces the concept of input-output scales which helps to show the further complexity of scales. They warn people about the danger of giving qualitative scales quantitative values and measuring scales which give the impression of evaluation.

Managers should understand the Underlying Bases of Measurement

3 All Managers have to measure things in order to carry out the checking part of Managing; i.e. they have to find out: (a) what a person (or process, or machine, etc.) has done; and/or (b) the present state of a person (product, machine, etc.).

4 Managers will accept that they measure things and performances but few understand the underlying structure and bases of measuring. They only half realise the problems they face in measuring, especially since they have to use many vague and inaccurate measuring devices.

5 Managers must find better methods of measurement if they intend to improve their Managing. An understanding of the structure underlying measurement should help Managers realise this point and help to achieve better measuring methods.

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