Managing business performance : the science and the art

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...

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Bibliographic Details
Online Access: Full text (MCPHS users only)
Main Author: Bititci, Umit S.
Format: Electronic eBook
Language:English
Published: Chichester, West Sussex, United Kingdom : John Wiley & Sons, 2015
Subjects:
Performance technology.
Performance.
Organizational effectiveness.
Management.
management.
Local Note:ProQuest Ebook Central
Table of Contents:
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • Note continued: B.7. Supply Chain Operations Reference (SCOR) model
  • References.

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