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effectively execute its strategy and achieve its mission and vision. Objectives
often begin with action verbs such as increase, reduce, improve, achieve, etc.
Whereas the vision and mission statements provide an organizing and
mobilizing “rallying cry,” objectives translate the vision and mission into
measurable and actionable operational terms. Examples: “Be a one-stop
shop for all my interactions with the company” (Customer); “Maximize
customer lifetime value” (Financial); “Integrate disparate customer processes”
(Process); and “Foster a culture that rewards customer intimacy”
(Capabilities).
Ongoing Performance Communication: Communication between manager
and employee all throughout the year to ensure that problems are identified
early, and so there are NO SUPRPRISES during the performance appraisal.
Operational alignment: The means to and/or state of alignment of an
organization’s day-to-day activities with its strategic goals or objectives,
operational alignment helps ensure that an organization’s daily activities are
advancing its longer-term goals and mission.
Operational performance management: A brand of performance
management that addresses the growing pressure to increase revenue while
managing costs, while meeting ever-evolving and expanding customer
demands. Other types of performance management include business
performance management and IT performance management.
Operational Reviews: Usually used to describe the regularly scheduled
internal status meetings of an organization. Going by different names based
on the organization, manufacturing companies typically call them Operational
Excellence (OPX) meetings, other organizations sometimes just refer to them
as Performance reviews.
Outcome: Commonly used within the Logic Model, outcomes (also called
outcome-impacts) describe the benefits that result as a consequence of an
organization’s investments and activities. A central concept within logic
models, outcomes occur along a path from shorter-term achievements to
medium-term and longer-term achievements.
They may be positive, negative, neutral, intended, or unintended. Examples
of outcomes include changes in knowledge, skill development, behavior,
capacities, decision-making, and policy development.
Output: Commonly applied within the Logic Model, outputs describe what an
organization gets done; e.g., “what we do” or “what we offer” and may include
workshops, delivery of services, conferences, community surveys, facilitation,
in-home counseling, etc. Outputs lead to outcomes.
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