Introduction
Internal business in Salvation Army is part of the sections within an organization’s framework that enables the institute (movement) to draft and foresight the internal operations. Ideally, each section of an organization’s framework is defined and has an objective towards which it operates. Internal business process objectives are numerous. However, there are some which are outstanding. This essay aims at identifying these objectives. In addition, it aims at identifying the expected level of performance for each one of them. Proposed methods of performance measurements will be identified. Conclusively, the essay will suggest programs necessary for the objectives to be achieved without fail by the Salvation Army movement. Accordingly, past understanding in the course, based on the program of Salvation Army, will be applied to find new financial solutions within this field.
The first objective is developing new programs based on identified community needs. The Salvation Army intends to make its organizational objectives loud and clear. The entire community is their target recipients of their services. This development is based on the manner in which a business is ready to incorporate new opportunities, strategies and ventures with the aim of creating a better definition of the movement. In addition, internal development and execution of strategies in the business of the movement have a means through which they manage to achieve the organizational objectives (Fleischmann, 2012). For instance, a strategy that is used to develop the products of an organization or reduce the cost of production is essential in the running of the business. There are several ways through which performance metrics is approached. The performance metrics are used in the form of assessing the best practices that lead to the effective performance of the organization for instance; we have societal satisfaction, general financial performance in terms of the loss profit ratio and workforce excellence. Therefore, the performance of the organization is based on the several metrics strategies. Some of the ways of assessment of the organization performance are dependent on the rate assertive ability to identify the successes and failures within the organization. That is; whether it is true or not that there is a substantial alteration in the level of performance of an organization.
Despondence is part of the metric objectivity that is jointly used to assess the manner by which the strategies have resulted to the better internal-organizational performance (David & Davis, 2010). The statistical analysis, as well as affirmative feedback from the entire composition of the organization, defines the level in which the objective has been achieved.
The second objective of the Salvation Army movement Increased employee training opportunities and improve spirit of camaraderie among the staff. Ideally, the subject organization is supposed to have well and frequently analyzed training program to boost the clientele approach of the staff (O'Connell, 2006). That is; any organization should engage its management team in a comprehensive analysis of the ideally; this objectives incorporates approximately the entire internal operation of the organization. The most effective metric means of performance measures are the quality, productivity and efficiency of the organization. Particularly, the strengths and weaknesses of the organization are expressed in term of the services injected into target population.
For an organization not to fall off towards the negative impacts of risks there should be a risk management program that is independent of the general management team. The organization is deemed to face a lot of challenges in handling the population despite the fact that it aims at boosting the performance of the movement alongside the mission to serve God.
The third objective is the identification of a better communication and partnership with Public Relations department. Ideally, the internal operations of an organization with reference to the manner in which clients are appreciated are very important. The manner in which an organizations public image is assessed in terms of performance is done in terms of the efficiency. In addition, quality and timeliness are also addressed. The management and the societal care unit are supposed to ensure that the customers are taken care of in a timely manner.
It is the responsibility of the organization to ensure that the finance sector allocates some funds to the department of customer care to enhance better performance in the future. The target of this department is to have a wider, prompt and timely response to clients who avail themselves in person or through the media. That is; it encourages the advancement of the technological movements within the movement’s performance details. One of the programs that the organization can endorse is the development of the outsourced customer care centers where the clients can have the reach to the service without failure.
The named objectives require the intervention of the finance department in that they intend to extend their scale. Ideally, the finance objectives in the previous modules designated that the organization depends on the manner in which the financial incentives are extended within the movement (In Marcinko & in Hetico, 2014). In addition, the public relations objective is also part of the dimension through which the finance objectives fulfill the objectives of having a stable customer care status. For instance, for the public relations department to be outstanding must the finance department to engage in the process of financing the purchasing of equipment and employing taskforces that are necessary for the department. The equipment is deemed to be used in the movement’s premises or the externally located offices.
Most of the objectives of the movement are well represented. The financial objectives rhyme accordingly with the currently introduced objectives in the module.
References
Fleischmann, A. (2012). Subject-oriented business process management. Berlin: Springer.
In Marcinko, D. E., & In Hetico, H. R. (2014). Financial management strategies for hospitals and healthcare organizations: Tools, techniques, checklists, and case studies.
O'Connell, J., Pyke, J., & Whitehead, R. (2006). Mastering your organization's processes: A plain guide to business process management. Cambridge: Cambridge University Press.
David L.. Goetsch, & Davis, S. (2010). Quality management for organizational excellence: Introduction to total quality. Pearson Education International.
