The concept of financial performance inside companies

Résumé du document

According to MEDIADICO, the performance of the company is based on the torque value for money. The two terms are inseparable as it is, or to minimize costs or maximize the value of output (response to a client's needs or a social group), but optimized (Making the best use something) the relationship between the two.

Performance in business is defined as all that and only that which helps to improve the torque value for money, that is to say, to improve the net value creation. For cons, the action that helps reduce the cost and increase the value, isolation, is not necessarily a performance unless it improves the value / cost balance or value - cost ratio.

However, the torque value for money appears only when products or services are sold. It therefore appears too late to help monitor the activities of the company. Therefore, to contribute to the improvement in the value for money, we must first translate this couple more tangible elements of appreciation. That is to say, describe in overall terms, how the whole company, creates and will create value by providing the types of products and services? How Customer? And assuming what activities internally?

It is therefore necessary to translate the torque value for money in more concrete strategic objectives and to design future developments. It is from these strategic objectives we seek to define concrete action rules in the various activities of the company.

Extraits

[...] Assess the actions of the latter company provides key indicators for measuring performance. The indicators are intended to provide tools to employees and department heads to manage their tasks and know the quantity and quality, the level of actions each. The evaluation of correct or optimize the devices. Ultimately, leaders are able to allocate more efficiently, the various departments of the company, relevant ways they benefit the most. Employees, meanwhile, appreciate their results or, on the contrary, to challenge and seek solutions to correct errors. [...]

[...] We must define performance within the company. II / definition performance within the company According MEDIADICO the performance of the company is based on the torque value for money. The two terms are inseparable as it is, or to minimize costs or maximize the value of output (response to a client's needs or a social group), but optimized (Making the best use something) the relationship between the two. Performance in business is defined as all that and only that which helps to improve the torque value for money, that is to say, to improve the net value creation. [...]

[...] It is essential to empower the evaluation after the implementation of an action so as not to persevere in error and jeopardize the sustainability of the company. An indicator is a decision aid , it causes a decision. If the decision maker or the team does not have the means to act or do not feel concerned by the indicator, there is no better place on the dashboard. It would clutter it. C / measuring performance to drive The role of evaluation is to provide relevant information to support policy and decision making. [...]

[...] Result in an athlete a racehorse, etc., in an event; Figure measuring this outcome Remarkable success, achievement. If such work quickly, it is a performance Results obtained in the execution of a task. Psycho. Test performance: nonverbal test designed to measure certain intellectual skills LING. In generative grammar, implemented by the speakers of the language skills in the production and reception of concrete statements ART MOD. User contemporary artistic expression of producing gestures, acts, an event whose time course is work pl. [...]

[...] As a management tool, measuring performance is an ongoing process. It helps prepare the action by developing budgets and assisting in setting objectives and the allocation of resources. During the action, including evaluation allows the head to check it holds the «right track relation to its objectives and thus take corrective action if necessary. At the end of action, it helps to know the extent to which objectives have been achieved and at what cost. The ability to change the current trajectory of action is essential: to be held subsequently that the objectives have not been achieved, it is best to see during action potential gaps and correct the path to redirect to the initial objectives. [...]