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Managing business performance : the science and the art /
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 hum...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Chichester, West Sussex, United Kingdom :
John Wiley & Sons,
2015.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Bititci, Umit S. | |
| 245 | 1 | 0 | |a Managing business performance : |b the science and the art / |c Umit S. Bititci. |
| 264 | 1 | |a Chichester, West Sussex, United Kingdom : |b John Wiley & Sons, |c 2015. | |
| 300 | |a 1 online resource | ||
| 336 | |a text |b txt |2 rdacontent | ||
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| 504 | |a Includes bibliographical references and index. | ||
| 588 | 0 | |a Print version record and CIP data provided by publisher. | |
| 520 | |a 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. | ||
| 505 | 0 | |a Machine generated contents note: ch. 1 Prologue -- 1.1. Background to this book -- 1.2. Motivation and principles -- 1.3. Who is this book for? -- 1.4. Structure of the book -- References -- ch. 2 A Short History of Performance Measurement and Management -- 2.1. Beginnings -- 2.2. Performance measurement revolution -- 2.3. Performance measurement from different perspectives -- 2.4. Performance management -- 2.5. Balancing the science with the art -- 2.6. Future challenges -- References -- ch. 3 What Are We Managing? -- 3.1. Everyone has a different view -- 3.2. How do companies compete? -- 3.3. Value streams [--] focused business units that create value -- 3.4. Business processes [--] the universal building blocks -- 3.5. Managerial processes [--] thinking about the future -- 3.6. Support processes [--] serving to create value -- 3.7. Anatomy of an organisation [--] the universal competitive structure -- 3.8. Summary -- References. | |
| 505 | 0 | |a Note continued: ch. 4 Understanding and Managing Business Processes -- 4.1. Purpose and flow -- 4.2. What flows through the process? -- 4.3. Anatomy of a process -- 4.4. Understanding what affects flow -- 4.5. Measuring process performance -- 4.6. Summary -- Reference -- ch. 5 Messianic Performance -- 5.1. Do we need measures? -- 5.2. Developing a performance measurement system -- 5.3.Communicating with measures -- 5.4. Scorecards, cockpits, dashboards and war-rooms -- 5.5. Creating effective visual performance measurement and management systems -- 5.6. Reviewing performance -- 5.7. Summary -- Reference -- ch. 6 Summary: The Science of Managing Business Performance -- ch. 7 Drivers of Performance -- 7.1. Measures of business performance -- 7.2. Managing performance for the short-term (up to 2 years) -- 7.3. Managing performance for the medium-term (2 to 5 years) -- 7.4. Managing performance for the long-term (5+ years) -- 7.5. Summary -- References. | |
| 505 | 0 | |a Note continued: ch. 8 Capabilities, Culture and Performance -- 8.1. Understanding organisational capabilities -- 8.2. How do organisational capabilities develop? -- 8.3. Learning to learn -- 8.4. Managing organisational capabilities and culture -- 8.5. Summary -- Reference -- ch. 9 The People Component -- 9.1. What kind of organisation would you like to work in? -- 9.2. The people component -- 9.3. What motivates people? -- 9.4. What needs to change? -- 9.5. Summary -- References -- ch. 10 Balancing Organisational Controls -- 10.1. What is the right balance? -- 10.2. What happens when we get the balance wrong? -- 10.3. Understanding the interplay between performance measurement and performance management -- 10.4. Balancing organisational controls: Do's and don'ts -- 10.5. Summary -- References -- ch. 11 Summary: The Art of Managing Business Performance -- ch. 12 Designing Effective interventions -- 12.1.A systems approach -- 12.2. The organisation as a system. | |
| 505 | 0 | |a Note continued: 12.3. Who will decide what needs to change and how? -- 12.4. Technical vs. social intervention -- 12.5. What to change? -- 12.6. Finding the trim-tab -- 12.7. Summary -- References -- ch. 13 Delivering Effective interventions -- 13.1. Balancing short-term results with drivers of long-term sustainable performance -- 13.2. Planning and monitoring interventions -- 13.3. Joined-up thinking -- 13.4. Milestones: One big step at a time -- 13.5. Making improvement part of the day job -- 13.6. Summary -- References -- ch. 14 Epilogue -- 14.1. It's all about balance and harmony -- 14.2. Learning the right balance -- 14.3. Where do we start? -- Reference -- ch. 15 The Book In a Mahal -- 15.1. Part One [--] Introduction -- 15.2. Part Two [--] The Science -- 15.3. Part Three [--] The Art -- 15.4. Part Four [--] Effective Interventions -- 15.5. Conclusions -- Appendix A Overview of Popular Performance Measurement Models and Frameworks -- A.1. DuPont model. | |
| 505 | 0 | |a Note continued: A.2. The Performance Measurement Matrix (PMM) -- A.3. The Performance Measurement Questionnaire (PMQ) -- A.4. The Results and Determinants Framework -- A.5. The Strategic Measurement Analysis and Reporting Technique (SMART) -- A.6. The Cambridge Performance Measurement Design Process -- A.7. The Pyramid of Organisational Development -- A.8. Integrated Performance Measurement System (IPMS) reference model -- A.9. The Business Excellence model of the European Foundation for Quality Management (EFQM) -- A.10. The Performance Prism -- References -- Appendix B Common Performance Measures -- B.1. Financially focused measures -- B.2. Customer-focused measures -- B.3. Internal process-focused measures -- B.4. Learning and growth-focused measures -- B.5. Advanced Performance Institute and Bernard Marr's 25 measures that every manager should know -- B.6. Oliver Wight International and the ABCD checklist for business excellence. | |
| 505 | 0 | |a Note continued: B.7. Supply Chain Operations Reference (SCOR) model -- References. | |
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