Performance Analysis - Case Study Example

Performance Analysis Performance Analysis Performance analysis is the method of evaluating the gaps that exists between the current organization’s performance and the set organizational goals. Organizational performance involves engagement with key stakeholders and to find out whether their needs are met or the complaints they have regarding the company’s operations. Hence it involves the determination of the drivers and the barriers that hinder the achievement of the company’s objectives (Van et al., 2012). 1. Case study 2.1 Key issues, goals and options Key issues Before Blake Company bought Mutschler Kitchens, they wanted to diversify their services. Later, their operating expenses were higher to even realize a profit. The renovated kitchen did not match the customer’s desired output and hence lack of customer satisfaction. There was also the problem of poor workmanship. Lastly, there was also the crisis of unwanted job stoppages (Van et al., 2012). Goals To improve the profit returns of his two companies: Blake Company and the newly acquired Mutschler Kitchens. To increase Mutschler Kitchens customers’ satisfaction levels. To decrease the unexpected crisis of construction stoppages (Van et al., 2012). Options Apparently, the need to acquire Mutscher Company in order to increase its economies of scale. The owner had the option of tendering many sub contractors to determine the ones with low construction cost values. During the contract agreement phase, all details of the construction work were to be laid out to avoid customer dissatisfaction and future unnecessary costs (Pershing, 2006) Causes of Performance Gap The renovations of the kitchens were being sold with so many unresolved issues by the Mutscher Kitchen Company. The company’s designers did not know the specifications of the kitchens they were selling, the sub contractors lacked enough information to know what they were building. Hence, the customers did not know what they were purchasing (Van et al., 2012). Potential Interventions The owner interviewed the major stakeholders: successful competitors, customers, his employees, supplier, sub-contractors and later developed a series of measures. The designers to hold occasion meetings with the customers and develop provisional plans with cost estimates. The plans to be later discussed with the customers to ensure satisfaction on both sides. After perusal and satisfaction by, the customer to signs the agreement contract and deposits some amount to enhance commitment. After signing of the document, the designer and the customer develop drawings of the intended renovations. Later on, the sub contractors review the specifications and each give their value which is then chosen by the owner. These measures were to control the unnecessary stoppages of the construction work (Van et al., 2012). Intervention from a Cost or Benefit Perspective and Implementations The owner decided to merge Mutschler accounting operations with the Blake accounting systems to monitor progress. The combination of the two organizations in the same portfolio assisted the determination of shortfalls. The owner also engaged the employees to follow a specific design to avoid future alterations and complains from employees. 2. Case study 2.2 Gap Analysis Gap analysis is a performance measurement tool which evaluates the desired or expected performance according to the actual state of performance by the employees. After the identification of the gap analysis, the next step is the cause analysis. Cause analysis is the step by step method of identifying the root problem hindering the attainment of the desired objectives Van et al., 2012). Key issues Allied Health provides late reports to the Primary Care Physicians regarding their medical performance. There is also the issue of inaccurate information being provided by the company which generates a lot of complaints from the PCPs. The PCP’s require the information to evaluate their performance on pharmacy effectiveness as well as the number of cancer patients who have been screened (Van et al., 2012). Goals The overall goals for the analysis involve evaluating two issues. To implement timely data distribution to the physicians To ensure the information shared was accurate and reliable. To measure the satisfaction level of the physicians regarding Allied Health Company’s report (Van et al., 2012). Options The company had to employ three questions to answer their problems. The first question was to evaluate how the company’s problems related to the organization’s mission. The second question was how their poor performance hindered the national standards and contracts. Lastly, how their poor performance affected the stakeholders. Causes of Performance Gap The employees lacked proper communication regarding the deadline of the medical reports. They also lacked information regarding the expectations from their management and the physicians. The tasks were under assigned to some of the employees leading to over burden of tasks to some colleagues. The employees lacked accountability of the reports they had prepared because they hardly see it. The employees lacked proper guidelines on the expectation of their duties (Pershing, 2006). Potential Interventions The process was to be redesigned and the medical employees were to be reassigned some tasks to avoid mismatch and overburdening some employees. The employees were also given guidelines on the expected date of the reports to avoid lateness. The reforming team also helped the management in implementing these changes to assist the management from fatigue (Binder, 1998) Intervention from a Cost or Benefit Perspective and Implementations The employees work description was to be reassigned and redesigned too. The employees work load was to be reassigned to each employee to ensure effectiveness in the company. The rescheduling process ensured lack of underemployment of some staff in the company which caused delays in the overall output of the employees (Van et al., 2012). The reports were also to be made available to the employees to ensure they also get the overall picture of the reports they were delivering. The employees having seen the reports, they can easily determine the inefficiency as well as the inaccuracy of the information and rectify the inaccuracy before it gets out of hand (Van et al., 2012). Compare and Contrast the Processes Used In the Cases Contrast In case 2.2 the performance measurement tools used are gap and cause analysis. Gap analysis was used to determine the reason for lack of timely and in accurate information Allied company delivered. While cause analysis was specifically used to determine the contributing factors for the problem for example, lack of proper communication. The tool also used was extant data analysis tool (Pershing, 2006). Extant analysis tool is used to specifically quantify the cause of the problem. In case 2.2 extant data, questionnaires, trend analysis must be used to collect complaints, challenges and expectations from the employees and the physicians in order to make any meaningful conclusion of the reports (Van et al., 2012). Case 2.1 employs needs analysis, knowledge analysis and procedural task analysis. Needs analysis was used to determine the area to source more income for Blake Company which was to purchase Mutschler. Knowledge analysis was to used to enquire the employees and the designers work experience and the customers buying knowledge of the product. Procedural analysis was used to implement the interventions systematically. That is, from the designer-customer discussions to signing of the contract to bidding from sub-contractors and lastly construction (Binder, 1998). Comparison In both situations there is problem analysis. In that, the management evaluates the objective that is not accomplished against the required set standards. In both situations objectives are measured. In both situations customer satisfaction is key. That is, the companies value employee satisfaction for the long existence of its operations. In both there is interpretation and analysis of the research conducted (Binder, 1998). Recommendations In case 2.1, the owner could have rebranded the name of Mutscher company to assure the customers that in deed there was a new management. Rebranding changes the customers’ opinion even if they were totally dissatisfied. In case 2.2 the management should install security devices like CCTV to monitor the ineffective staff including the front line supervisors. Application of the Cases to an Organization There would be purchasing of a different but slightly related company to diversify the business operations. Diversifying operations assist in the avoidance of huge losses at a ago. There is also the involvement of employees in formulation of the company’s solutions to fix the organizational flaws. Additionally, Binder (1998) argues that it is important to conduct research from all the stakeholders to identify areas of improvements. References: Top of Form Bottom of Form Binder, C. (1998). The Six Boxes: A descendent of Gilberts Behavior Engineering Model. http://www.binder-riha.com/sixboxes.pdf Pershing, J. A. (Ed.). (2006). Handbook of human performance technology. San Francisco, CAhttp://learningnewsnetwork.com/wpcontent/uploads/2012/07/handbook_of_hpt_third_edition.pdf Van, T. et al., (2012). Fundamentals of performance improvement: Optimizing results through people, process, and organizations: interventions, performance support tools, case studies. San Francisco, CA: Pfeiffer, a Wiley imprint. Read More