Organization Management Development Programs

We will not be able to formulate the Company's Mission and Vision before conducting an internal and external analysis of the company, before identifying its strengths and weaknesses specific to the internal context, respectively economic, social, political or technological opportunities and threats specific to the external environment.

Dinu G. MESTER helps the leader of the organization to make an introspection and to take out of his own intimacy his personal dream, the beliefs and principles that give meaning and form to his existence. These are fundamental elements for the Mission, Vision and Values of his company.

We will then formulate for all stakeholders, from inside and outside the company, the organization existential WHY? (Mission) and the WHAT? of its inspiring and motivating becoming (Vision).

All actions taken to achieve the vision will be governed by respect for the values ​​of the organization that explain the behavioral HOW?, the attitudes encouraged in the company, being in fact the answer to the fundamental question WHO ARE WE?

Dinu G. MESTER helps the leaders of the organization to become aware and get to know each other and each one themselfs, by applying behavioral and personality tests

An organizational climate questionnaire comes and completes the picture of organizational knowledge.

The whole set of rules known, recognized, transmitted through behaviors and attitudes, all felt and perceived by the members of the organization, but none written, represent the most obvious forms of organizational culture.

Dinu G. MESTER recommends a simple SWOT analysis: strengths and weaknesses - internal and specific to the company | opportunities and threats - external and specific to the sector in which it operates. The combinations between strengths and opportunities are certainly interesting areas in which the company must focus in order to create competitive advantages. Weaknesses combined with threats are also problem areas that should not be ignored in any way.

In order to stimulate the company's focus and in the perspective of increasing the effectiveness and efficiency of the actions undertaken, Dinu recommends identifying and focusing on at least three - maximum five key success factors for the company and identical, but at the opposite pole, strategic risk factors.

These focus factors for the company, essential in defining strategic SMART performance objectives (specific, measurable, achievable, relevant and time-bound) emerge from passing the company's strategic goals through the non-financial perspectives of the BSC (balanced scorecard): Customers, Internal Processes and People-Learning-Innovation.

Every organization, division or project needs performance indicators. Key Performance Indicators (KPIs) are vital navigation tools that help companies and employees see if they are on a successful journey or not.

The correct set of KPIs, with the corresponding targets set, will show in real time the current performance and will shed light on the areas that need more attention. Without this system in place, the company and its employees would be in the dark.

Dinu G. MESTER helps client companies to develop a complete set of appropriate performance indicators to be able to monitor in real time the company’s strategic and operational performance and the individual performance of employees. He may recommend indicators specific to certain parts of the organization, projects, programs, initiatives or other organizational dimensions that are to be monitored.

Managing the performance of the company and its employees is the most important task of the general management or top management of the company.

If they manage to understand and implement an integrated performance management system, then the processes put in place will allow them to monitor and manage performance during the execution of the company's strategy, managing to intervene in real time with adjustments and improvements necessary to achieve the desired results.

Dinu G. MESTER supports the implementation of best practices specific to performance management, his interventions including:
• implementation of the integrated management system of strategic performance (strategic planning), operational performance (business controlling) and individual performance of employees (declination of operational objectives from department to individual level)
• implementation or optimization of the existing framework of individual performance management: planning, monitoring and feedback 360 degrees X 360 days, quarterly evaluation and annual review (end of cycle and replanning)
• recommendations on motivation, recognition, bonus system and performance-related salary policies
• creating processes and routines for monitoring and reporting performance including defining, formulating and declining key performance indicators
• analysis of organizational culture and its transformation into a successful factor in the implementation of performance management by identifying, promoting and evaluating behaviors and attitudes that support the development of a positive and motivating work environment

Known in the past as management control (en), controle de gestion (fr) or controlling (de), it mainly represents the process of cascading, declining the company's strategic objectives into operational performance objectives for the various functional areas of the company (production, logistics, sales, finance, etc ... ).

The uncertainties and rapid changes characteristic of today's markets require agility and responsiveness. The company's performance management has the function of providing in real time to the management teams support information for the necessary decisions to be taken in the various processes in the company. This happens by developing an implementation framework integrating all the company's processes under the magnifying glass of performance management, facilitated by the investment in the necessary information technology and supported by the entire organization by entering real-time data into the IT system.

Dinu's expertise in the analysis and synthesis of financial and non-financial data related to performance is an asset that allows him to understand and support the creation of a complete and clear reporting on the performance of the clients' business. In order to develop an effective and efficient performance management system for your own business, we recommend focus on the following key areas:

In order to develop an effective and efficient performance management system for your own business, we recommend focus on the following key areas:
• Creating solid planning and budgeting models;
• Development of a robust, complete and agile reporting system that provides management with sufficiently detailed and fast information on both past and potential future performance;
• Implementation of an accounting and cost management system that allows detailed multidimensional analyzes, both on cost inductors and on business value inductors.

We must remember that historically and traditionally the company's performance management has its origins in managerial accounting or cost management.

Cost management remains an important and topical issue today. We still meet today companies that react at the last moment to the economic difficulties they have to face, precisely due to the lack of a correct management of costs.

Maybe more than ever, today's companies need a complete and accurate perspective on the cost and profitability of products, customers or various activities or projects. Managers need reliable information about cost drivers to assess the implications and be able to make quick decisions in the face of market changes. In addition, any potential cost optimization exercise is based on detailed and well-structured information from management accounting.

Cost analysis creates a complete database that serves as a foundation for:
• The image of the structure of costs and profitability on products, services, markets or customers;
• Making strategic decisions such as make or buy, internalization or outsourcing;
• Improving business processes.

Combining practical experience with a solid theoretical and academic foundation, Dinu can support client companies in developing a modern cost management framework by:
• Evaluating the alignment of the methodologies used in cost accounting with the strategic goals and operational objectives of the company;
• Recommendation to improve the processes and methodologies currently practiced in cost management by the company;
• Development of a standard or target cost system, of correct cost allocation systems and implementation of these models based on IT solutions adapted to the present.

It ensures the cascade, the declination of the operational objectives of the departments in individual performance objectives specific to the position of each employee in the company, creating at the same time an even clearer understanding of its own contribution to the general performance of the organization.

We are talking about a continuous process of planning, measuring and evaluating employee performance and aligning it with the strategic goals of the company and its organizational culture.

Although many companies have systems that they call performance management, in reality they operate only performance evaluation. They perform an annual evaluation of employee performance that does not include strategic business considerations, and complete and regular feedback is lacking, depriving the employee of the possibility of continuous improvement of his performance.

The advantages of implementing a right employee performance management system are multiple:
• Increasing the motivation, involvement and self-esteem of employees
• Clarification of the tasks, obligations and expectations of the boss directly in relation to the position in the analysis
• Gives the employee an objective perspective on their own performance and on development opportunities or points for improvement
• Gives the manager the opportunity to take appropriate and correct administrative measures and decisions, allowing the identification of performers and talents and employees who need a development plan to rise to the expected and necessary level

Employee performance management goals:
• Strategic goal: helps to connect the activities performed by employees with the mission and goals of the organization, to identify the results and behaviors desired and necessary to achieve the strategy
• Administrative purpose: provides information support for HR decisions related to the system of compensation and benefits, promotions or disciplinary actions
• Informational purpose: informs employees about their personal contribution and the organization's expectations regarding their individual performance
• Development goal: the feedback received gives employees a good picture of strengths and areas for improvement and allows the identification of training needs at the company level
• Organizational maintenance purpose: provides useful information for human resource planning and for evaluating the effectiveness of HR processes with discretionary budgets such as training activity
• Documentation purpose: provides useful evidence and supporting documents for HR decisions and their compliance with applicable legal requirements

A properly implemented individual performance management system is the best way to identify, manage and retain top performers, talents, in the company. In conclusion, it is the best way to ensure that you hire and retain in the organization The Right People who will perform processes in line with the strategy and will guarantee the organizational performance path from Good to Great.