Introduction

Well-established organizations strive to achieve distinguished accomplishment. Knowingly that the concept of accomplishment is associated in the first place with execution, and this is by far true. But that doesn't necessarily follow that planning is remote from execution, since there is a strong, but even organic relationship between both concepts.

To guarantee the efficacy of the implementation of the strategic plan, an emphasis should be placed upon a plausible number of core goals of priority that are directly associated with the organization’s business, vision, and mission. And such goals should be then converted to specific executive procedures “activities” whose success indicators should be determined along with the persons in charge, and their time limit. When it comes to the outcomes, there are two types of the main issues that might influence the leader; the strategy (Plan) and the ability to execute the strategy. And the performance phase is considered one of the most important monitoring processes that are considered one of the four main functions; management, planning, organizing, and controlling.

The control function investigates whether the organization could reach its goals? How would the organization implement the performance management, which constitute the essence of the management functionality? Where would be the start? How would the follow up be maintained? How would they be evaluated? How would the reports be developed? How would they be used for the future? The answer to all these questions revolved around building performance management system correctly and relevant to the organization.