Managing Business Performance E-Book

Umit S. Bititci

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 397

Veröffentlichungsjahr: 2015

Beschreibung

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.

Leseprobe

Where there is balance and harmony there is performance

Managing Business Performance

The Science and the Art

Umit S. Bititci

This edition first published 2015 © 2015 John Wiley & Sons, Ltd

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Library of Congress Cataloging-in-Publication Data

Bititci, Umit S.     Managing business performance : the science and the art / Umit S. Bititci.        pages cm     Includes bibliographical references and index.     ISBN 978-1-119-02567-2 (cloth)     1. Performance technology. 2. Performance. 3. Organizational effectiveness.   4. Management. I. Title.     HF5549.5.P37.B57 2015     658.4'013—dc23

2015018007

A catalogue record for this book is available from the British Library.

ISBN 978-1-119-02567-2 (hardback) ISBN 978-1-119-02568-9 (ebk) ISBN 978-1-119-02569-6 (ebk) ISBN 978-1-119-16654-2 (obk)

Cover design: Wiley Cover image: © Irur/Shutterstock

“Not everything that can be counted counts....and not everything that counts can be counted”

Albert Einstien

Contents

Preface

Acknowledgements

About the Author

PART ONE Introduction

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

Notes

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

Notes

PART TWO The Science

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

Notes

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

5 Measuring 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

Notes

CHAPTER 6 Summary: The

Science

of Managing Business Performance

PART THREE The Art

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

Notes

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

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

Notes

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

Notes

11 Summary: The

Art

of Managing Business Performance

PART FOUR Effective Interventions

12 Designing Effective Interventions

12.1 A systems approach

12.2 The organisation as a system

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

Notes

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

Notes

14 Epilogue

14.1 It's all about balance and harmony

14.2 Learning the right balance

14.3 Where do we start?

Reference

15 The Book in a Nutshell

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

Appendices

A Overview of Popular Performance Measurement Models and Frameworks

A.1 DuPont Model

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