Measuring performance should focus on

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The question asks about what measuring performance should focus on in a balanced perspective of organizational success.
Option a: 'profits and increasing profits.' While profits are important, focusing solely on financial returns ignores other critical aspects such as customers, operations, learning, and growth. This view is too narrow and misses the broader measurement approach typically advocated in modern management.
Option b: 'the activities of each manager and making sure they are completed on time.' This emphasizes process and activity tracking rather than outcomes linked to the organization’s mission. It can lead to activity bias where finishing tasks on time doesn’t necessarily translate into strategic value or long-term performance.
Option c: 'linking the mission and vision to financial outcomes.' This captures alignment with strategic purpose but limits the scope to financial metrics. It neglects non-financial outcomes that are often essential to long-term success, such as customer satisfaction, learning, and internal process quality.
Option d: 'linking the mission and vision to a balance of financial and non-financial outcome.' This option reflects a balanced scorecard or similar multidimensional approach, integrating financial results with non-financial perspectives (like customer, internal processes, and learning). It aligns performance measurement with the organization’s overarching mission and vision across multiple domains, providing a more comprehensive view of success.
In summary, the most robust and widely endorsed approach is to connect what the organization seeks to achieve (mission and vision) with a balanced mix of financial and non-financial metrics, ensuring both short-term results and long-term value.

MCD2150 - T2 - 2025 Week 8 Workshop 1 Quiz

Measuring performance should focus on

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