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Because of the manager’s good reputation, the executive committee trusted the manager and did not carry out the usual status meetings to check on the manager’s progress.(The abovementioned situation is not an
example of good practice!)
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By not specifying the objectives, the risk arises of not achieving them. Also the danger exists that reporting will not be timely as the manager wants to wait with this report until he can say he realised the objective of 15% growth. Moreover, how to measure the 15% growth was not revealed, so he can say the number of people doing sports has increased or the number of hours people do sports, or even the number of sports centres or sports clubs has increased by 15%. This way the quality of the reported information decreases substantially.
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This risk can be decreased by installing appropriate lines of reporting and a reporting model which defines the information that should be given.
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This report should be delivered in time and according to the specified reporting model. It should specify the growth objectives, how they are measured and why they are measured this way. All the back up informationshould be available.
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The verification of whether or not the report is satisfactory and what information is given and what information is still missing can be a form of monitoring.
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