Introduction

The next chapters explore COMPANY X Food Production Unit by using the four learning outcomes in this unit, about strategic performance management to measure: To meet the strategic objectives that I need to set  COMPANY X Food Production Unit performance targets; to fulfil all the purposes by agreeing on our NHS team performance targets and subsequently the team contribution, to monitor and control processes for all goals, and an analysis on my leadership and persuasion and influencing skill.

To achieve the learning outcomes, I have used my practical work experience, as well as primary and secondary research. Therefore, the assignment will assess our performance management, and our performance measurement predominantly because managing performance will create a context for it.

The performance will be well-defined as a potential for future application of all the activities reaching all ambitions and objectives. COMPANY X Food Production Unit service is under the Facilities Department, constructed by the management structure and our managers and leaders experience, working at our COMPANY Y’s NHS Trust, take over at a strategical level of the organisation.

Task 1

A.C. 1.1 Assess the links between team performance and strategic objectives

A tactical COMPANY X Food Production Unit plan has between two to five years strategical objectives – to encompass a complete portfolio that sets the strategic department goals, based on our COMPANY Y NHS Trust’s Strategic business objectives. In turn, it will determine the short-term strategical objectives, which includes prioritising and funding our yearbook NHS Trust projects. (Jones M, 2020)

Our COMPANY X Food Production Unit senior management team is committed to the establishment; the implementation and maintenance of the ISO 22000 system; as well the implementation of the COMPANY X Food Production Unit Management Team to meet the requirements of ISO 22000 – 2018 FSMS.

Our Food Safety objectives at COMPANY X Food Production Unit are:

• To respond to customer complaints within 48 hours.
• To maintain ISO 22000-2018 accreditation for our third-party certification audit.
• To complete for new employees, the food safety induction training on the first day of employment before job commencement.
• To maintain a minimum of 90% for all internal GMP audits.
• To grow and compete in the NHS UK framework by exceeding patients and customers expectation with high-quality services, delicious meals, organic and innovative products.
• To focus on leadership, innovation, the Value for Money (VfM), and team approach dedicated to continuously improving and developing new products.
• To not have any food recalls during the 2020 year.
• To have clear strategic leadership and direction and commitment of resources.
• To get committed to our staff and their development in helping the company achieve its mission.
• To be an innovative organisation and facilitation of creativity and innovation processes. (ISO 22000, online, 2020)

Using a team performance management process, at COMPANY X Food Production Unit can be developed, by establishing goals, scheming current performance to recognise the breach between our desired and current performance account, and then to plan, implement and monitor the changes. I have discovered both significant and similarities variations for Performance Management Operations for employee and our group.

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