Performance Management and Control for STELJOMA Enterprises Report

This report provides a comprehensive analysis of performance management and control within STELJOMA Enterprises, an e-card business. It begins with an executive summary and table of contents, followed by an introduction that outlines the company's operations. The core of the report involves the development and application of a strategic map, illustrating the relationships between financial, customer, internal business process, and learning & growth objectives. The report then explores the relativity of mission, vision, and strategic goals to the strategic map. It includes a detailed look at financial objectives (cost reduction, revenue increase), customer-centric strategies (customization, awareness), internal business processes (efficiency, service), and learning & growth initiatives (technology, expertise). The report analyzes activity-based management (ABM) and identifies opportunities for business improvement, such as cost reduction and enhanced product quality. Organizational performance measures are assessed, including monetary measures, customer feedback, and output/input relationships. The report also incorporates learning & growth measures and addresses sustainable development goals (SDGs), specifically focusing on responsible consumption and production (Goal 12) and climate action (Goal 13). Individual performance measures, such as 360-degree feedback and management by objectives (MBO), are discussed, along with compensation plans. The report concludes with reflections and references.

RUNNING HEAD: Performance Management and Control
STELjoma enterprises
Performance Management and Control

Performance Management and Control
Executive Summary
This report is designed to make effective research in the scenario where an organisation
naming STELJOMA Enterprises, wanted to introduce a product in the market. This assignment
will do the effective analysis of every step that is required to implement the product in the
market and this report will identify the role of employees and their performance to successfully
implement the product in the market. This report will identify the performance measurement
standard for the organisational employees and will design the performance appraisal plan to
effectively analyse and guide the employees to perform their task to attain the desired success
for the product. This report will use the strategic map focusing the inter-related map relating
the financial, customers, production and learning and growth based objectives to design the
proper map of the direction an organisation will follow to develop and measure the
performance of the organisation accordingly.
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Performance Management and Control
Table of Contents
Introduction..............................................................................................................................................3
Strategic map............................................................................................................................................3
Relativity of mission, vision and strategic goals to strategic map.............................................................5
Financial...................................................................................................................................................5
Customers.................................................................................................................................................6
Internal business process..........................................................................................................................6
Learning and Growth................................................................................................................................6
Activity-Based Management Analysis.....................................................................................................8
Opportunities to improve the business......................................................................................................9
Organisational performance measures......................................................................................................9
Monetary measures...................................................................................................................................9
Customer feedback.................................................................................................................................10
Output and input relationship measurement...........................................................................................10
Learning & Growth measures.................................................................................................................10
Sustainable Development Goals.............................................................................................................10
Goal 12: Ensure Responsible Consumption and Production Patterns.....................................................11
Goal 13: Climate Actions.......................................................................................................................11
Individual performance measures...........................................................................................................12
360 Degree feedback..............................................................................................................................12
Management by Objective (MBO).........................................................................................................12
Individual compensation/incentive plan.................................................................................................13
Emerson’s Efficiency Plan.....................................................................................................................13
Gnatt’s Task and Bonus Plan..................................................................................................................13
Reflection...............................................................................................................................................13
Conclusion..............................................................................................................................................14
References..............................................................................................................................................15
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Performance Management and Control
Introduction
An organisation busy in the production of its objects is also focused to manage the
performance of its operations to maintain the goodwill in the market. STELJOMA Enterprises
is the company operating the E-Commerce business of production of manufacturing and
delivery of the E-Cards that are generated as received on online order. It operates the functions
from accepting order online to generate the E-Cards and then it prints it on a hard-paper than
this card is delivered at the door-step of the address as asked by the person placing order. An
organisation needs to be very clear for the strategy it applies to operate its business and plans of
business. Strategy mapping is the technique useful to identify and decide the organisational
goals and evaluate the performance of the organisation according to the strategic map (Adler,
Pittz & Meredith 2016).
Strategic map
A strategy map is a tool or base used to represent and record the essential elements and
components of a business that clarify the relationship between the different factors of the
business that target the common goal of an organisation. The strategic map of an organisation
is a document that records the balanced scorecard showing the relationship between the
organisation’s internal process, customers, financial condition and learning and growth
perspective (Akkermans & Van Oorschot 2018).
A well organised and updated balanced scorecard software facilitate the management to
measure the performance of the organisation employees according to the settled standards and
it records the speed of the performance organisation id performing with the application of the
strategic map objective (Ansoff et al. 2018). STELJOMA Enterprises can use the balanced
scoreboard of the strategic map to measure the organizational objectives designed to achieve by
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Performance Management and Control
measuring the performance of the members accordingly. STELJOMA Enterprises is engaged
with the E-Cards production and selling business can set the following strategy map for its
organisation;
Strategic map for STELJOMA Enterprises
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Financial
Increase
Profits
Reduce
Cost
Increase Revenue
in Target Market
Customer
Improve
Customized
Customer
Experience
Increase
Awareness as
Industry Leader
Internal
Business
Process
Improve
Internal
Efficiency
Increase
Attainment
Income
Consulting
Knowledge
Improve
Service
Learning
and
Growth
Increase
Expertise
Optimize
Human
Capital
Optimize
Technology Improve
Leadership

Performance Management and Control
Above given strategic map is designed for STELJOMA Enterprises, to express its strategy to
introduce a new product in the market. This map consists of the four important bases of the
business focusing the other target of the organisation, and these all objectives are inter-related
with each other. Hence the effect of the one objective unproductivity will affect the other
objective.
Relativity of mission, vision and strategic goals to strategic map
The above given strategic map applied for the product launch in the market by the STELJOMA
Enterprises is suitable for the accomplishment of the mission it has settled to be achieved by
the introduction of the product. This map will help to achieve the targeted vision and
sustainable development goals of the organisation as the management decided to focus the
given objectives to attain the success (Thompson, Strickland & Gamble 2015)
Financial
Financial objective of STELJOMA Enterprises to introduce the product in the market will be
based on three targets;
o First object of STELJOMA Enterprises is to reduce the production cost of the E-Cards
and manage the production cost in the challenging market scenario.
o The other mission of the STELJOMA Enterprises is to increase the sales of the product to
the online customers and apply variations in the E-Cards that may attract the customers
and can help the enterprise to attain the mission of the increased profit.
o STELJOMA Enterprises have a high competency in the market, hence this objective will
help to attain the targeted and challenging position in the other E-cards operating
companies.
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Performance Management and Control
Customers
Customers are the main source of profit for any business and management team of
STELJOMA Enterprises identified the customer’s need and demand as the goal of their
organisation. Like;
o Organisation has settled the goals for the employees to attain higher satisfied customers
and increase the level of the customised and satisfied customers.
o The other objective of the company is to make the enterprises leading the market and
creating awareness in the customers about the product and innovation in the strategy.
Internal business process
Internal business process of an organisation plays an important role in the overall development
of the organisation and STELJOMA Enterprises will focus on the following objectives in the
internal business process of the company.
 Improve the efficiency of the staff members and all employees to make an effective
contribution to the attainment of the decided goals, and provide effective and
quality service products to the customer.
Learning and Growth
Learning and Growth include the process of training and coaching given to the employees to
participate with the better experience and produce better outcomes in the form of the increased
sales and satisfied customers.
 Proper training and staffing gives the increased knowledge and experience of the
employees and make the process easy and understandable for the employees hence
this led them to put their best to achieve success.
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Performance Management and Control
Activity-Based
Management
Analysis
ABM is the tool
used to identify
the most
beneficial and
profitable aspect
of the business
and make efforts to develop the strength of the company
and it tries to remove the weakness of the organisation
(Hammer 2015). STELJOMA Enterprises have the unique
E-Cards and it can make the coast drivers as the process
assignment and can evaluate the innovation in the design
of the cards as the strength of the company. ABM of the
STELJOMA Enterprises will follow the three process to
measure the improvement of the product in the market
(Thompson, Strickland & Gamble 2015).
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Activity-Based Management For E-Cards
Cost assignment sight
Resources
Process assignment
Activities Performance
MeasuresCost Drivers
Cost object
Continuous Improvement
Process
Activity analysis
Cost Driver Analysis
Performance Analysis

Performance Management and Control
Opportunities to improve the business
STELJOMA Enterprises have opportunities in the cost reduction and improve the quality of the
cards designed online. It can also provide the new design at the reasonable rate and immediate
delivery option to increase the orders of cards and this will led the increased profits and it also
can hire the best designers to design the card with unique features this will lead the competition
in the market (Gerakos, Ittner & Moers 2017). Following measures can set the profitable
opportunities to the organisation;
 Reduced cost of production
 Improved product quality
 Expert and professional staff
 High level of competition in the market
Organisational performance measures
STELJOMA Enterprises have identified the four essential aspects to introduce the product in
the market and it also focuses the development of the organisation based on the performance
they perform on the selected business measures (Bourne et al. 2018).
Monetary measures
Financial aspect of the organisation is the base to attain the income from the customer that led
to the profitable maintenance of the organisation financial performance. This measure is
suitable in the counting and measurement of the money received in the last year and this year
this evaluation of the received income is assumed to achieve in the basis of two steps naming
cost reduction and profit increment (Cassidy 2016).
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Performance Management and Control
Customer feedback
STELJOMA Enterprises settled the aim to increase the high rate of satisfaction among the
customers, with the new and innovated product they provide them online. The customer
measures in the organisation aim to measure the achievements of the organisation in the form
of joining of the new customer and positive feedback from the highly satisfied customers
(Jiang & Tahira 2015).
Output and input relationship measurement
This measure of the organisational performance focuses on the increased quality if the internal
process to produce the product and result in the effective output as the highly satisfying
customers and product quality. This measure the level of the performance of the organisation
members to perform the acts to improve the internal process and improved efficiency of the
staff that ensures the achievements of the desired targets.
Learning & Growth measures
An organisation that has staff eager to learn new things and is ready to adapt to the changes and
innovation very quickly is very profitable for the development of the organisation.
STELJOMA Enterprises can set the performance standards of the organisational development
based on the expertise increment in the staff and their adaptation of for the technology
improvement in the organisation (Zollo, Minoja & Coda 2018).
Sustainable Development Goals
The concept of Sustainable Development Goals is an important concept for the industries
operating their business and affecting the community and society, hence these goals are
designed to ensure the support of the industry towards the development of the environment and
the society, because any industry operating the functions directly or indirectly affect the nature
and environment of the area where it operates (Boluk, Christina & Hggins-Freya 2017). Hence
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Performance Management and Control
these goals are designed to make all committed towards the sustainable development of their
organisation and products. STELJOMS Enterprises is dealing the online selling of E-Cards
they are then printed on the papers hence it deals directly to the natural resources and
community resources, hence the most suitable Sustainable Development Goals for it are as
follows;
Goal 12: Ensure Responsible Consumption and Production Patterns
This goal will help the organisation to deal the activities that are suitable for the development
of the organisation by focusing to use the paper from the recycle process and ensure the paper
should be produced by the activities that don.t cause any harm to the environment and nature.
This goal follows the principle of "Doing More with Less" it asks the organisation to follow the
rule of 3R's. organisation needs to focus the sustainable operating supplying chain and it
requires the educating the consumers and employees to use the sustainable product to and it
also deals to provide the adequate information regarding the sustainability of the product, to
ensure its contribution towards the responsible use and production of the products (Hák,
Janoušková & Moldan 2016).
Goal 13: Climate Actions
Climate change affects everyone whether more or less, hence an organisation is needed to
make effective efforts to operate the activities that reduce the negative impact over the climate.
These climate change are occurring at global level by changing the weather duration, rise in the
sea level or effect of the greenhouse gases emissions, these all affect the climate at broad level,
hence all organisation operating their operations in the climate need to be devoted to reduce
the negative impact of their activities on the climate and ensure the development of the
environment by protecting the natural resources and this can be achieved by spreading the
proper education among the communities and humans about the changes rising the threat of
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Performance Management and Control
climate change and guide them to use the sustainable product to contribute towards the
environment protection (Hák, Janoušková & Moldan 2016).
Individual performance measures
Improvement of the individual performing his task in the organisation can be measured by
various methods; this measure is normally seen as the feedback for him. The feedback after
evaluating the performance of the employee and matching it with the desired target is the
process of performance measurement (Gregório, Russo & Lapão 2016). This process is very
helpful for the organisation because this helps the organisation to identify the challenges faced
by the employees to attain the target and it also helps the management to take the effective
changes according to the measurement of their performance (Harbour 2017). Here for the
STELJOMA Enterprises best way to measure the performance of the employee can be 360
Degree Feedback and Management by Objective in the following manner,
360 Degree feedback
This is a system or tool enforced in the management by involving the managers, peers or direct
reports busy in the measuring and recording the employee's performance and giving them the
feedback in a confidential manner. This is a very useful tool to identify the hidden strength and
weakness of the employees by the direct observation and employs survey, these feedback help
the employees to improve their efficiency (Sroufe & Sroufe 2018).
Management by Objective (MBO)
Here employees and managers collectively decide their targets or goals they want to
accomplish and after the identification of their desired goals, managers guides and measures
the employees performance and match them with the results, this is the most useful tool
because this clarify the doubts of the employees at initial stage and out the straightforward
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