Managing Organizational Health

This article discusses the importance of performance management, key performance indicators (KPIs), balanced scorecard, risk assessment, and efficiency in managing organizational health. It emphasizes the need for identifying KPIs, adapting balanced scorecard for public and non-profit organizations, continuous risk assessment and management, and prioritizing effectiveness over efficiency. The article cites relevant literature to support the discussion.

Running head: MANAGING ORGANIZATIONAL HEALTH
Managing Organizational Health
Name of the Student
Name of the University
Author Note

1MANAGING ORGANIZATIONAL HEALTH
Question no 1
The organizational performance management is a very important perspective for the
development of the organization. The performance management caters to the improvement of the
employees and the managers (Wood et al. 2012). The organizations can hope to gain the better
performance and in turn the better productivity. All the organizational activities are aligned
properly because of the proper performance management. This helps the organization to get a get
a long-term view for the future. The performance improvement practices are developed to
measure the overall performance of the people. The result oriented activities are developed for
the organization in depth (Wood et al. 2012).
Question no 2
The organizations must be able to identify their key performance indicators to improve
their performance indeed. If they are unable to identify these KPIs, they will nnot be able to
know about their strengths and weaknesses (Parmenter 2015). These KPIs are generally the non-
financial measures for the company that is used to improve their overall performance. These
things should be improved in order to satisfy the customers on a long run. These are very critical
for measuring the success of the organizations (Parmenter 2015). All the individual employees
should be looking to execute the KPI strategies so these can be utilized for the betterment of the
organization.
Question no 3
Balanced Scorecard is a very important section of the improvement of the organizations.
This balanced scorecard is generally based on the Kaplan and Norton models (Kenny and Bourne
2015). This balanced scorecard is designed to measure the progress of the organization towards

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meeting the strategic objectives. The organizational performance is tracked through this
scorecard. The balanced scorecard should be adapted for the public and non-profit organizations
also so that their strategies can be executed properly as well. The non-profit organizations will
need to talk in the same language to the bodies that make the donations (Kenny and Bourne
2015). They would like to track their own performance of the social investments indeed.
Question no 4
The risk assessment and risk management should always be a continuous process. All the
organizations are very keen on tapping into new markets and they would look to gain the best
advantage for making the profits. However, they will need to assess the risks that are already
there in the new markets (Lam 2014). They should develop some important tools that should be
helpful for them to get the best to combat the risks. The key risks should be identified for the risk
management program and they must be resolved indeed. The different contingency plans should
be developed in order to address the situations. The assessed risks then can be resolved by using
the tools.
Question no 5
Efficiency and effectiveness are generally very important things to get to the outcomes
for the benefits of the organization. These two aspects like the efficiency and effectiveness are
complementary to each other. The effectiveness is about the getting the things done in the best
ways for the company (Bartuševičienė and Šakalytė 2013). The fact of efficiency is about
executing the things or strategies in a faster way. In some cases, efficiency is put first because
some people want to get the things done very fast. This can be a huge problem if it is not done

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effectively indeed. This is why effectiveness should be the first priority since it makes a big
impact on the entire process (Bartuševičienė and Šakalytė 2013).

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References
Bartuševičienė, I. and Šakalytė, E., 2013. Organizational assessment: effectiveness vs.
efficiency. Social Transformations in Contemporary Society, 1, pp.45-53.
Kenny, G. and Bourne, M., 2015. Performance measurement. Wiley Encyclopedia of
Management, pp.1-3.
Lam, J., 2014. Enterprise risk management: from incentives to controls. John Wiley & Sons.
Parmenter, D., 2015. Key performance indicators: developing, implementing, and using winning
KPIs. John Wiley & Sons.
Wood, S., Van Veldhoven, M., Croon, M. and de Menezes, L.M., 2012. Enriched job design,
high involvement management and organizational performance: The mediating roles of job
satisfaction and well-being. Human relations, 65(4), pp.419-445.