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E-raamat: Managing Business Performance: The Science and The Art

  • Formaat: PDF+DRM
  • Ilmumisaeg: 11-Aug-2015
  • Kirjastus: John Wiley & Sons Inc
  • Keel: eng
  • ISBN-13: 9781119025689
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  • Formaat: PDF+DRM
  • Ilmumisaeg: 11-Aug-2015
  • Kirjastus: John Wiley & Sons Inc
  • Keel: eng
  • ISBN-13: 9781119025689
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Motivate, engage, and achieve lasting success with more effective performance management Managing Business Performance offers a unique blueprint for achieving organisational excellence through improved productivity, efficiency, engagement, and morale. With a unique approach that acknowledges the human aspect of performance management, this book combines technical and social know-how to give you a solid framework for designing, configuring, and managing performance improvement initiatives with sustainable results. You'll find practical models, techniques, and tools that take you beyond management theory into advice that you can use, with clear explanations that steer you toward the customisations that would best suit your organisation. International case studies illustrate these ideas in action, providing an intimate look at how cultural differences impact management strategies, and insight into how they can be managed.

Organisational performance tools and techniques are well established, but many organisations will never realise their full benefit. This book helps you get more out of your performance strategy by showing you how the organisation's complex social nature impacts real-world outcomes, and how it can be used to drive better performance.





Blend technical and social management strategies Keep people motivated and engaged See better results with more staying power Get the very best from your organisation

Performance management strategies that fail to take people into account are counterproductive. There's no better way to de-motivate, demoralise, and disengage the people upon whom the organisation depends. Sustainable success requires a blended approach that utilizes the most effective science within the art of people management, and Managing Business Performance gives you a solid foundation for better business performance strategy.
Preface xiii
Acknowledgements xv
About the Author xix
Part One Introduction
Chapter 1 Prologue
3(12)
1.1 Background to this book
4(6)
1.2 Motivation and principles
10(1)
1.3 Who is this book for?
11(1)
1.4 Structure of the book
12(1)
References
13(2)
Chapter 2 A Short History of Performance Measurement and Management
15(72)
2.1 Beginnings
16(3)
2.2 Performance measurement revolution
19(5)
2.3 Performance measurement from different perspectives
24(2)
2.4 Performance management
26(1)
2.5 Balancing the science with the art
27(2)
2.6 Future challenges
29(4)
References
33(54)
Part Two The Science
Chapter 3 What Are We Managing?
87
3.1 Everyone has a different view
38(4)
3.2 How do companies compete?
42(4)
3.3 Value streams — focused business units that create value
46(7)
3.4 Business processes — the universal building blocks
53(4)
3.5 Managerial processes — thinking about the future
57(1)
3.6 Support processes — serving to create value
58(1)
3.7 Anatomy of an organisation — the universal competitive structure
59(1)
3.8 Summary
60(2)
References
62(6)
Chapter 4 Understanding and Managing Business Processes
68(11)
4.1 Purpose and flow
64(2)
4.2 What flows through the process?
66(1)
4.3 Anatomy of a process
67(1)
4.4 Understanding what affects flow
68(4)
4.5 Measuring process performance
72(4)
4.6 Summary
76(2)
Reference
78(1)
Chapter 5 Messianic Performance
79(39)
5.1 Do we need measures?
80(2)
5.2 Developing a performance measurement system
82(1)
5.3 Communicating with measures
82(9)
5.4 Scorecards, cockpits, dashboards and war-rooms
91(10)
5.5 Creating effective visual performance measurement and management systems
101(7)
5.6 Reviewing performance
108(2)
5.7 Summary
110(2)
Reference
112(6)
Chapter 6 Summary: The Science of Managing Business Performance
118(1)
Part Three The Art
Chapter 7 Drivers of Performance
119(64)
7.1 Measures of business performance
120(1)
7.2 Managing performance for the short-term (up to 2 years)
121(3)
7.3 Managing performance for the medium-term (2 to 5 years)
124(5)
7.4 Managing performance for the long-term (5+ years)
129(2)
7.5 Summary
131(1)
References
131(52)
Chapter 8 Capabilities, Culture and Performance
183
8.1 Understanding organisational capabilities
135(2)
8.2 How do organisational capabilities develop?
137(2)
8.3 Learning to learn
139(6)
8.4 Managing organisational capabilities and culture
145(4)
8.5 Summary
149(1)
Reference
150(1)
Chapter 9 The People Component
151(18)
9.1 What kind of organisation would you like to work in?
153(2)
9.2 The people component
155(1)
9.3 What motivates people?
156(4)
9.4 What needs to change?
160(6)
9.5 Summary
166(1)
References
166(3)
Chapter 10 Balancing Organisational Controls
169(12)
10.1 What is the right balance?
170(2)
10.2 What happens when we get the balance wrong?
172(8)
10.3 Understanding the interplay between performance measurement and performance management
180(6)
10.4 Balancing organisational controls: Do's and don'ts
186(4)
10.5 Summary
190(1)
References
190
Chapter 11 Summary: The Art of Managing Business Performance
181(6)
Part Four Effective Interventions
Chapter 12 Designing Effective interventions
187(34)
12.1 A systems approach
198(2)
12.2 The organisation as a system
200(3)
12.3 Who will decide what needs to change and how?
203(2)
12.4 Technical vs. social intervention
205(4)
12.5 What to change?
209(4)
12.6 Finding the trim-tab
213(5)
12.7 Summary
218(2)
References
220(1)
Chapter 13 Delivering Effective interventions
221(66)
13.1 Balancing short-term results with drivers of long-term sustainable performance
222(5)
13.2 Planning and monitoring interventions
227(3)
13.3 Joined-up thinking
230(2)
13.4 Milestones: One big step at a time
232(1)
13.5 Making improvement part of the day job
232(3)
13.6 Summary
235(1)
References
236(51)
Chapter 14 Epilogue
287
14.1 It's all about balance and harmony
238(1)
14.2 Learning the right balance
239(1)
14.3 Where do we start?
240(1)
Reference
240(1)
Chapter 15 The Book In a Mahal
241(12)
15.1 Part One — Introduction
242(1)
15.2 Part Two — The Science
242(2)
15.3 Part Three — The Art
244(2)
15.4 Part Four — Effective Interventions
246(3)
15.5 Conclusions
249(4)
Appendices
Appendix A Overview of Popular Performance Measurement Models and Frameworks
253(10)
A.1 DuPont model
254(1)
A.2 The Performance Measurement Matrix (PMM)
254(1)
A.3 The Performance Measurement Questionnaire (PMQ)
255(1)
A.4 The Results and Determinants Framework
255(1)
A.5 The Strategic Measurement Analysis and Reporting Technique (SMART)
256(1)
A.6 The Cambridge Performance Measurement Design Process
257(1)
A.7 The Pyramid of Organisational Development
258(1)
A.8 Integrated Performance Measurement System (IPMS) reference model
258(1)
A.9 The Business Excellence model of the European Foundation for Quality Management (EFQM)
259(2)
A.10 The Performance Prism
261(1)
References
262(1)
Appendix B Common Performance Measures
263(15)
B.1 Financially focused measures
264(1)
B.2 Customer-focused measures
264(1)
B.3 Internal process-focused measures
265(2)
B.4 Learning and growth-focused measures
267(1)
B.5 Advanced Performance Institute and Bernard Marr's 25 measures that every manager should know
268(1)
B.6 Oliver Wight International and the ABCD checklist for business excellence
269(1)
B.7 Supply Chain Operations Reference (SCOR) model
270(1)
References
271(7)
Index 278
UMIT S. BITITCI is the Professor of Business Performance at Heriot Watt University, Edinburgh, Scotland. Previously he was the Director of Strathclyde Institute for Operations Management and the Professor of Technology and Enterprise Management at the University of Strathclyde in Glasgow. He is also a member of the Scottish Manufacturing Advisory Board.