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he industry and the company in order to be able to write them well. These factors are customized for companies and individuals and the customization results from the peculiarity of the organization. This peculiarity stems from an organization's strategy, current position, and resources and capabilities.

Build knowledge of competitors in the industry - While this principle can be encompassed in the previous one, it is worth highlighting separately as it is critical to have a good understanding of competitors as well in identifying an organization's CSFs. Knowing where competitors are positioned, what their resources and capabilities are, and what strategies they will pursue can have an impact on an organization's strategy and also resulting CSFs.

Develop CSFs which result in observable differences - A key impetus for the development of CSFs was the notion that factors which get measured are more likely to be achieved versus factors which are not measured. Thus, it is important to write CSFs which are observable or possibly measurable in certain respects such that it would be easier to focus on these factors. These don't have to be factors that are measured quantitatively as this would mimic key performance indicators; however, writing CSFs in observable terms would be helpful.

Develop CSFs that have a large impact on an organization's performance - By definition, CSFs are the 'most critical' factors for organizations or individuals. However, due care should be exercised in identifying them due to the largely qualitative approach to identification, leaving many possible options for the factors and potentially results in discussions and debate. In order to truly have the impact as envisioned when CSFs were developed, it is important to thus identify the actual CSFs, i.e. the ones which would have the largest impact on an organization's (or individual's) performance.

FINDING INFORMATION FOR WRITING CSFs

For the organization pursuing the CSF method, the foundation for writing good CSFs is a good understanding of the environment, the industry and the organization. In order to do so, this requires the use of information that is readily available in the public domain. Externally, industry information can be sourced from industry associations, news articles, and trade associations, prospectuses of competitors, and equity/analyst reports to name some sources. These would all be helpful in building knowledge of the environment, the industry and competitors. Internally, there should be enough sources available to management from which to build on their knowledge of the organization. In most cases, these won't even have to be anything published as managers are expected to have a good understanding of their organization. Together, the external and internal information already provides the basis from which discussion on CSFs could begin.

At the individual level, there is a slight difference. The use of the CSFs method at the individual level is discussed by Munro and Wheeler (1980) , and involves a number of interviews in which the manager's goals and the CSFs that form the basis of the goals are discussed. The interviewer and the manager discuss the rela本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。