Leadership and Strategic Management in Education

Question: Discuss about the Leadership and Strategic Management in Education. Answer: Introduction: In performance measurement, an organization, an individual employee or even the collective group can only see their performance measurement through organizational feedback. This is communicating the productivity outcomes of individual employees, the collective departments or the company (Ashdown, n.d.). An employees behavior and the goals of the organization is the link in which his or her performance is measured. Consequently, the performance of the organization is measured by the organizational goals through its vision and mission and the decisions made by the management. Measurements have a lot of negative impact on an organization if reported incorrectly. Measurement is the initial step to organizational improvement (Blackstone, n.d.). Quantification stimulates the measuring process. Before adopting performance measures, managers should study the environmental conditions while analyzing the consequences of the negative measures. There are five fundamentals that are taken into consideration in performance measurement ; Profit usually measured in terms of money Productivity which is measured in input output relationship Customer feedback on factors such as service and product quality Change adaptation and innovation Human resource or labor The improvement of the management of the work performance of the members and in particular of the executives in the present organizations constitutes a challenge, since it is not only one way to achieve the advance towards the excellence of these, but also of the economy and Society in general. In correspondence with performance management, most of the work addresses the management decisions which do expose the characteristics, description as well as the models proposed and the composition of the phases that make up the work presented. Profits measured in form of money This is the most common method of measuring management performance. An organization with high profits means that the performance of the particular organization is also high. The opposite is also true, an organization with losses means that the organization performance is wanting.Of importance in todays society, the distinctive feature is accelerated by the change phase. These results in the adaptation of skills, attitudes and knowledge which requires institutional members adopt to organizational change of circumstances. Management system establishment are sometimes obsolete and mostly become a barrier which creates substantive threats to development and survival of the organization itself (Pasher and Ronen, 2011). Profits are most likely Avoidance of these risks is an essential task of each and every level of management team and level. How might one measure or assess the effectiveness of efforts to implement a high-performance work culture or system To organizational has been a recurring theme in human resources analysis and departments. For some, a subject of great importance; For others, one a little trite; And for others, one that is overvalued, does not transcend too much and where there is no need to invest more than necessary. Indeed, this group of those who do not care much about organizational culture emerged during the economic crisis of the past two years, in which a significant number of companies became evident that focused only on staff cuts and spending To control the budget, almost completely forgetting the organizational culture and welfare within their organizations which probably had to do with the overall results of business.The effectiveness can be measured using KPIs and staff evaluation forms Productivity which is measured in input output When the productivity of a company is used to measure the organization performance, two factors are put into consideration; Output means whatever the organization is producing. The ratio of output input measures how the organization is perfoming. When the company has many folds of output over input, it means it is performing very well. However, not all performance is measured this way, depending on the organization, profitability matters fundamentally. Customer feedback on factors such as service and product quality In business, the customer is the king. Customer feedback is highly valued by the management and the staff for growth and development. Excellence in customer service produces positive feedback from the customers. This leads to customer loyalty and eventually high performance by the organization. In contrast, poor customer feedbackon services and productivity results to low performance. In instances like this, management overhaul, strategy change and other drastic measures happens. Change adaptation and innovation In the world dominated by technological changes and innovations to be market leaders, the slaggards are usually faced out.in a competitive business environment or a high performance environment. Organizations hould change to various adaptations for sustainability. Innovation also leads to high performance in an organization. Armstrong human resource management method This model is articulated as of the changes that are produced in three dimensions of the personnel management: the change in the conception of the personnel of cost to resource, the incorporation of the proactive point of view in practices and the application of strategic management to the human resource. They are analyzed, also, the main models of Human Resource Management to determine the characteristics that define the personnel function in the organizations. Finally, it is drawn the large lines that would have to guide the formulation of a Human Resources Management model in the future. Human resource attracts high performance in an orgazation. Companies hire quality and experienced labour to enhance their performance. Labour cost should not be very high as it burdens the company leading to low profits therefore low perfomance. When adopting performance measures, managers should look keenly into consequences of environmental conditions while analyzing the consequences of positive and negative measures. The improvement of the management of the performance of members and in particular of the executives in the present organizations constitutes a challenge, since it is not the only way to achieve advancement towards the excellence of these, but also of the economy and Society in general. Goals in Performance management The first specific goal is related to the management of business performance in relation to the identification of objectives and possible areas for improvement. The second specific goal establishes the mechanism for selecting the improvements that contribute to this result and the third focuses on the dissemination mechanisms that ensure that the improvements can achieve the expected quantitative results. The fourth goal focuses on organizational improvement and expansion strategies that aim to improve the quality and quantity of services provided (Tracy, n.d.). When adopting performance measures, managers should look keenly into consequences of environmental conditions while analyzing the consequences of positive and negative measures. Conclusion In correspondence with performance management, most of the work addresses the management decisions which do expose the characteristics, description as well as the models proposed and the composition of the phases that make up the work presented (Tracy, n.d.). Quantification stimulates the measuring process. Before adopting performance measures, managers should study the environmental conditions while analyzing the consequences of the negative measures. References Ashdown, L. (n.d.).Performance management. Bush, T. and Coleman, M. (2000).Leadership and strategic management in education. London: Paul Chapman. Cadwell, C. (2000).Performance management. [S.l.]: American Management Association. Performance management. (2010). Scottsdale: WorldatWork. Pettinger, R. (2013).Organizational Behaviour. Hoboken: Taylor and Francis. Tracy, B. (n.d.).Management.