All posts in Business Management

Ten Enterprise Performance Management Best Practices – Executing Phase

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This article continues where we left off discussing the 11 performance management best practices in the planning phase of the Lifecycle Performance Management Model. The Lifecycle Performance Management Model is an enterprise framework that is centered on 35 best practices. These best practices span across the five phases of the performance life-cycle: defining, planning, executing, monitoring and reporting. This article is the third of a series of five discussing the performance management best practices within Lifecycle Performance Management, and will focus on the executing phase.

The executing phase best practices involve implementing the planned activities outlined in the defining and planning phases. This is where we develop metrics, align performance to organizational objectives, identify cross-functional processes, and integrate data. During the executing phase the performance management team must maintain a climate of open communication with business unit liaisons and executive management, as this is where executive goals are transformed into action.

1. Employee Performance Management

Employee Performance Management is the systematic process by which an organization involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of agency mission and goals. The Employee Performance Management process includes planning work and setting expectations, continually monitoring performance, developing the capacity to perform, periodically rating performance in a summary fashion, and rewarding good performance. Functions within employee performance management are recruit and hire management, compensation management, incentive management, goals management, learning management, competency management and performance measurement.

2. Information Services Performance Management

Information Services Performance Management is the practice of measuring and monitoring information systems and services and aligning them to organizational goals and objectives. Information Services Performance Management involves supporting employees and customers, aligning business unit objectives to system capabilities and performance, communicating IT planning and performance data in a way that is useful to business unit management, and adapting to growing complexities and constant change.

3. Process Management

Process Management is a series of actions taken to identify, analyze and improve existing processes within an organization to meet new goals and objectives. Process Management involves identifying key business processes and aligning the results of these processes with the strategic goals. Lifecycle Process Management consists of baselining the current environment, identifying critical success factors, redesigning inefficient or ineffective processes, automating processes, identifying process metrics, and training employees on cross functional process.

4. Data Integration Management

Data Integration Management is the practice of gaining business value from information assets through the effective use of data management technologies and best practices. Key components of Data Integration Management include data integration, data quality, database management systems, data warehousing and enterprise information management. Data Integration Management enables an organization to secure a single, accurate, corporate view of key information.

5. Performance Metrics Management

Performance Metrics Management is the process of identifying quantifiable, results-driven metrics that enable informed decision making and encourages improved service delivery. Performance Metrics Management involves understanding the business and complexities of the organization, focusing on the desired outcomes, involving all participants for consensus and buy-in, ensuring that formulas and logic are valid, and storing performance results in a centralized location for easy access.

6. Performance Alignment Management

Performance Alignment Management facilitates the translation of business and functional priorities into strategy. Performance alignment consists of aligning corporate strategy to four areas: division/departmental, workforce, financial and resources. Ultimately, Performance Alignment Management develops a performance strategy that feeds strategic alignment, reflects organizational priorities, and leads to successful execution of organizational goals and objectives.

7. Cross-functional Process Management

Cross-functional Process Management is the process of breaking down functional siloed thinking and building the organization around core processes rather than specific functional areas. Cross-functional Process Management focuses on those major processes which require support from multiple functional support groups. Ultimately, a well managed cross functional process enables performance tracking throughout each of the functional “hand offs” and weak points within a major process are identified and corrected.

8. Systems Management

Systems management is an automated event management system that proactively and reactively notifies system operators of failures, capacity issues, traffic issues, virus attacks and other transient events. The tools allow monitoring of system status, performance indicators, thresholds, notification of users, and dispatch of trouble tickets. Systems Management provides optimal system performance, quicker resolution of problems, and minimizes failures. Automated solutions are used in support of distributed computing operations processes and policies for performance and failure detection and correction, as well as optimization.

9. Change Management

Change management is the procedure, policies, and tools established to monitor organizational assets to assure that unauthorized changes are not being implemented. It also affirms that a database of changes is available so that changes can be easily recognized during troubleshooting activities

10. Procurement Management

Procurement Management is a set of policies and procedures to manage the procurement process. Procurement Management does not necessarily designate that all procurement personnel are centralized in a single location; rather it involves the development of a common set of procurement policies and operating procedures, pooling of information about requests, vendor contracts, asset data, industry information, and qualified procurement skills to ensure the pieces required to get a cost effective deal are properly considered. As well, centralized procurement assures that standardization rules are in compliance.

About Victor Holman

Victor Holman is a business performance and growth strategy coach, consultant, international speaker, entrepreneur and creator of the Business Performance Portal. He has provided his expertise to over 50 government agencies worldwide and hundreds of corporations of all sizes. His goal is to help small businesses outperform their competition by applying business growth strategies and assessment tools that work for large, successful businesses.

He provides business consulting for small and large size organizations, business coaching, team performance workshops, and in-depth on-site business assessments for business owners trying to take their business to the next level. His highly acclaimed Insider’s Secrets Club delivers fast, simple, easy to implement strategies for growing your business fast!

You can access his FREE business assessment tools, business management kits, business training programs, videos, templates, and more at http://www.lifecycle-performance-pros.com

EIL MT Written test Results 2013 cut off Marks

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EIL MT Written test Results 2013 cut off Marks, Engineers India Limited Management Trainee Exam 2013 answer key paper solution 20Th Oct 2013

EIL MT Written test Results 2013 cut off Marks. we are updating all latest Govt jobs, IT job Openings, Railway jobs, Engineers India limited as recently Conduct the examination for forty six Management initiate positions in on twentieth Oct 2013, lakhs of candidates are applied the EIL MT Written test 2013 across India. Currently candidates who are applied and awaiting the results of EIL Management initiate positions results are going to be offered within the official web site of www.engineersindia.com. The candidates who got smart marks in written test and got qualified in examination are eligible to seem the Interview. The Interview schedule are going to be provided when announcement of results; EIL can announce the MT results very soon. We are going to update this page often. Whenever results link offered within the EIL web site we will update here. So Applied candidates detain bit this page for result. All the Eligible and interested Candidates will transfer the EIL MT Written take a look at Results 2013 in Official web site of www.engineersindia.com. Engineers India limited can soon attending to publish the Management trainee Examination Result 2013 on their main portal www.engineersindia.com. Within the 1st week of the month Oct 2013 Management initiate Examination was organized and taken on several examination center in of the India by the Engineers India limited. Several candidates had shown their interest by applying for the Management trainee Examination 2013. The application was started from the date 21st august, 2013 for Management initiate by the Engineers India limited on the most portal and it ought to be done before the last date tenth September, 2013. The pay grade of Rs. 24900 /- to Rs. 50500 /- for the Management trainee post is going to be given by Engineers India limited. For the overall cast class and other backward class candidates Application fees were Rs. 300 /- and schedule solid class and schedule tribe class candidates haven’t to pay any reasonably fees. Thus all the candidates are eager to get their Engineers India limited Management trainee Examination Result 2013. Do as directed to urge Management trainee Examination Result 2013. undergo the link of Engineers India limited Management trainee Examination Result 2013, then realize the Management trainee Result 2013 and click on it, then enter all necessary data and submit it, then you’ll be ready to download the results of engineers India limited management trainee. The Engineers India limited can before long publish the Management trainee Examination Result 2013 on the most portal site, thus candidates can get their examination result when releasing of the management trainee exam result 2013 by the Engineers India limited. Any candidates face problem to urge the Engineers India limited Management trainee Examination Result 2013 they’ll contact on the website.

FOR MORE INFORMATION VISIT TO http://governmentjobsscresult.in/eil-mt-written-test-results-2013-cut-off-marks/

A Good Business Dissertation Is Written To Target A Particular Audience

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Students, who wish to do business management, have to submit a business dissertation. It is a lengthy document which consists of many sections and written on specific topics which relate to various facets of business management. The subject areas can involve marketing, management, and organizational behavior, HRM, Finance, production and many more. The dissertation can address any of these subjects provided it is informative and is relevant. Depending upon the subject area chosen for the business dissertation, it should be written in a manner which is suitable to the audience it is targeted for. For example, if the dissertation topic is about technology in the production floor, it is then targeted for a dissertation committee which has technical experts as well as academics from production management back ground. Therefore the language and format of the dissertation will incorporate technical aspects and include technical data etc, than that of dissertations written for other fields as HRM or business ethics.

A business dissertation has many sections which need to be written clearly and concisely. These sections include introduction, literature review, methodology, and discussions. The formatting should adhere to the requirements set by the dissertation committee. The common type of formatting for business research is the Harvard system and there are plenty of resources on line which gives detailed guidelines on how to follow this system. Students should acquire a thorough knowledge of the formatting requirements prior to embarking on the dissertation writing process.

The first step in writing a business dissertation is to select an appropriate and novel topic. Before conducting the actual research study, the students should submit their dissertation proposal to the Dissertation Committee for approval. A proposal for the dissertation must outline the intended study and the proposed dissertation questions or hypothesis being explored. The significance of the study and the intended contribution of new knowledge should be highlighted in the research proposal rationale. Once the approval for the dissertation has been granted the students can embark on the actual dissertation project. This involves drafting the introduction chapter, the conducting of literature review and writing this chapter and then the designing and writing of the dissertation methodology. Primary research for the dissertation takes up an extensive amount of time and must adhere to proper researching techniques. This is why you need to place extra attention to developing a sound and reliable research design and methodology for your study. A business dissertation may use quantitative research, qualitative research or a mix method. Depending on this choice, the research tools as surveys, questionnaires, observations, focus groups or interviews can be utilized.

Having gathered the data, they need to be properly analyzed. Dissertation data analysis is highly technical and students must apply proper statistical analysis methods or qualitative analysis methods in to evaluating, analyzing and interpreting the data gathered. These analyzed data will then be used to write the discussion chapter. Within the discussion, one must discuss the findings of the study in relation to the dissertation objectives and questions. The discussion should also address the managerial and business implications of the findings.

As apparent, the writing of a business dissertation is not a simple task. It calls for multiple skills and talents as well as expert knowledge of the theoretical framework applicable within which the dissertation study is grounded upon. Dissertations also call for excellent formal writing skills. Students often find it hard to come by all these skills and seek writing assistance from professional dissertation services.

These firms offer students the options of getting a custom dissertation written by a professional dissertation writer that is well qualified in the field of business management. These professional writing assistance services offer ideas, guidance, examples and editing and proof reading services as well for those who wish to fine tune their writing to a high standard.

After all, a lot is riding on the quality of dissertation you will be submitting. After investing money, effort and time in to studying many years in a degree program, the dissertation is the final submission you will make in order complete the requirements. As such, it is wise for students to seek professional assistance, if you encounter problems, especially in technical areas such as methodology design, field research or in data analysis.

Famous Scottish Entrepreneurs

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Invention and entrepreneurship are concepts that are synonymous with Scotland. Scotland has a long standing tradition of producing world renowned inventors and entrepreneurs. The invention of the steam engine, television and penicillin can all be attributed to Scottish inventors and in this article I would like to highlight some of the most famous Scottish entrepreneurs of recent years.

Arnold Clark

Sir Arnold Clark grew up in Glasgow and joined the RAF in 1944, aged 17. He rose quickly through the ranks eventually becoming a Corporal and a Motor Mechanics Instructor. Upon leaving the RAF, Clark began buying and selling cars, and opened his first showroom in 1954 in Glasgows Park Road. Arnold Clark Automobiles is now the largest car dealership in Scotland, with over 145 car dealerships throughout the UK.

Michelle Mone

Michelle Mone OBE is the co-owner of MJM International and creator of Ultimo. She grew up in Glasgow and began her corporate career with Labatt Brewers. She rose quickly through the company and was running the Sales and Marketing department by the time she was 20. In 1996, came up with the idea to create Ultimo after wearing an uncomfortable bra to a dinner dance. Today Ultimo is one of the UKs leading designer lingerie brands.

Sir David Murray

Sir David Murray was born in Ayr in 1954 and educated at Ayr Academy, Fettes College and Broughton high School. By the age of 23 Murray had set up the metal company, Murray International Metals Limited. The Murray Group has expanded to include a wide range of industries including property, call centres, venture capital and mining.

Sir Brian Souter

Sir Brian Souter is another famous Scottish entrepreneur. Sir Brian Souter started his working life as student bus conductor while studying at University. Upon finishing University, Sir Brian Souter began working with Arthur Andersen, a leading chartered accountancy firm. In 1980, using his fathers redundancy money, Sir Brian Souter established Stagecoach Group with his sister. Thirty years later Stagecoach is one the largest transport companies in the world with 13,000 buses, coaches, trains and trams, employing over 30,000 employees worldwide. Sir Brian Souter also founded Souter Investments and the Souter Charitable Trust.

The Secret to Happy Retail Employees

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Money Is No Longer Buying Happiness
Let’s face it. Today, building an effective team of retail employees is more challenging than ever. We all agree that the key to an effective retail operation are high performing and productive employees. Furthermore, in spite of a great location or a superior line of goods or services the behavior of every single team member well have a dramatic affect on the overall success of the operation. Every time the employee steps out onto the sales floor and interacts with a customer a change in brand equity is realized. In other words, the behavior and interaction of your employee with your customer will have an ongoing affect on brand identity and brand equity within the competitive marketplace.

Understandably great customer experiences create gains in brand equity while disappointing performance by your team members will create a deterioration in your brand equity. Exactly what is the secret to ensuring that each and every one-on-one customer experience in your store consistently increases brand equity in the eyes of the community? In other words, what makes a team member consistently delight and dazzle your customers so that long-term customer relationships with ongoing repeat business are realized?

The secret is a team of engaged employees. Why is employee engagement so critical in today’s retail landscape? In earlier times employee expectations were quite simple. Employees were happy to come to work and do as they’re told, collect their paycheck and go home at the end of the day. In contrast todays employee is far more sophisticated, educated and connected than ever before. Not surprisingly, the Internet has been instrumental in increasing knowledge levels and subsequently employee aspirations and expectations in the workplace. Unlike earlier times, countless surveys have demonstrated that compensation itself is not enough to satisfy employees over the long-term. In fact, in a ranking of 10 critical elements in one recent survey compensation for employees was rated 6/10!

Today, a retail employee is not just motivated by compensation. Above everything else there is a need to belong to the organization and have a sense of ownership. Ownership can be realized through employee empowerment. Trusting your employees and empowering them to make decisions close to the customer creates personal long-term relationships between your team members and your clients. Empowering your employees creates a climate of ownership and belonging for your team members and generates a great level of loyalty to the company.

Building a team of engaged employees that generates powerful long-term customer relationships takes a long time to build. However once realized the organization will enjoy greater productivity per individual employee, higher morale, lower internal and external theft rates and most importantly, lower employee turnover.

How does an organization that has traditionally operated through a regimented model began to create a more productive and loyal team of engaged employees?

1] Make sure that all employees are kept informed of new and relevant developments in the company. They should hear them first and they should hear them from their organization directly. There is nothing more demoralizing than hearing about new organizational developments last or hearing them from an outside source that was aware of the development before your team was.

2] Give staff increased responsibility and trust. Expand their decision-making powers even if you impose some limitations. Empower staff to make decisions close to the customer and give them the necessary support and Training to enable them to make good win-win decisions for all stakeholders.

3] Encourage staff to make decisions close to the customer and even when on occasion a bad decision is made, offer supportive training and refrain from chastising or punishing the employee.

4] Ensure that a structured process is in place to recognize exemplary customer service on a regular basis. Recognize and reward engaged employees who go above and beyond the call of duty to create a memorable customer experience. To keep momentum going, this strategy is most effective during weekly meetings where peer recognition is realized and small rewards are given to stellar employees. Rewards do not need to be extravagant. The recognition and appreciation is the key to effective leadership of engaged employees.

5] Create a formal and informal system that enables engaged employees to voice their opinions and help steer the future direction of the organization. Empower them to voice their opinions on a regular basis and contribute their ideas in a positive way that will make the company more effective and more efficient. Successfully implemented ideas also merit some form of recognition and a reward.

Building a team of engaged employees is the key to future survival and prosperity in every retail organization. Although this can be complex and protracted in time, the key to success is a change in leadership style that supports a greater level of empowerment, involvement and ownership of today’s retail employee. Start now and create the culture that generates higher morale, higher productivity and lower turnover. Rise above the competition in small steps today, and soar to being number one tomorrow!