Introduction

The majority of the people wish to improve their personal situation, whether it is at the financial level, material or different. One can also say that the majority of the sportsmen want to improve to them performance (example: navigation with the veil). Some of them aspire besides to becoming the best in the world. The same thing applies to the companies and the organizations (private and public).

Context

In a context of Competition, continuous Change in all the fields (Political, Social, economic, Technological) and in particular in the organisational Environment, the companies and the organizations does not have the choice, they owe performer, to constantly improve and, sometimes, in a substantial way. If not, they are likely to pay the costs of correction expensive. In extreme cases, if they do not do anything, they can disappear because of their incapacity to adapt to their environment and to answer adequately the needs and waitings of the customers.

Basic principle

Performer is to reach and even exceed the laid down objectives (realizable). However, for performer and to reach an high level of performance, it is important to concentrate on the activities which will produce the maximum of results. It is the same thing when one speaks to in practice improve his performance of a sport. It is necessary to identify the relevant exercises which will contribute best to improve the performance in the practiced sport.

Factors

In a Undertaken or a Organization, there exist strategic sectors (factors of organisational performance) which there is necessary to identify, control and improve continuously so that in end of line the organization is more powerful.

The independent factors of organisational performance are the following:

• a strategy narrowly targeted and clearly expressed,

• an adequate evaluation of the organisational Environment,
• a thorough knowledge of the needs and waitings for the customers,
• of the products and services with high Added-value,
• of the effective processes and efficient,
• best the Resources at the strategic places,
• of the Indicating of organisational performance aligned on the strategy,
• a management which evaluates the organisational Risques and which facilitates the organisational change.

Conditions

• the factors of organisational performance form a coherent whole and represent the key elements of the operation of an organization. They are regarded as being critical, fundamental and essential with the realization of the performance of the organization.

• They all are interdependent and must preserve a balance between them. Any major change in one or more of the factors of performance of the organization will generate consequences on the other factors. Moreover, if a factor of performance is weaker compared to the other factors, that creates an imbalance and the performance of the organization will be affected.
• to maintain the balance of the factors of organisational performance, it is important to control the organisational practices.

References

• HAKES, Jim, Good to Great, Why Summons Companies Make the Leap… and Others Don' T , HarperCollins Publishers, 2001.

• KOTTER, John P., Organizational Dynamics, Diagnosis and Intervention, Addison-Wesley Publishing Company, 1978.
• TREACY, Michael & WIERSEMA, Fred, The Discipline off Market Leaders , Perseus Books Group, 1995.