{"product_id":"managing-business-performance-isbn-9781119025672","title":"Managing Business Performance","description":"\u003cb\u003eMotivate, engage, and achieve lasting success with more effective performance management\u003c\/b\u003e \u003cp\u003e\u003ci\u003eManaging Business Performance\u003c\/i\u003e 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. \u003c\/p\u003e\u003cp\u003eOrganisational 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. \u003c\/p\u003e\u003cul\u003e \u003cli\u003eBlend technical and social management strategies\u003c\/li\u003e \u003cli\u003eKeep people motivated and engaged\u003c\/li\u003e \u003cli\u003eSee better results with more staying power\u003c\/li\u003e \u003cli\u003eGet the very best from your organisation\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003ePerformance 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 \u003ci\u003eManaging Business Performance\u003c\/i\u003e gives you a solid foundation for better business performance strategy. \u003c\/p\u003e\u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003eAcknowledgements xv\u003c\/p\u003e \u003cp\u003eAbout the Author xix\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart One Introduction\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 Prologue 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e1.1 Background to this book 4\u003c\/p\u003e \u003cp\u003e1.2 Motivation and principles 10\u003c\/p\u003e \u003cp\u003e1.3 Who is this book for? 11\u003c\/p\u003e \u003cp\u003e1.4 Structure of the book 12\u003c\/p\u003e \u003cp\u003eReferences 13\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 A Short History of Performance Measurement and Management 15\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e2.1 Beginnings 16\u003c\/p\u003e \u003cp\u003e2.2 Performance measurement revolution 19\u003c\/p\u003e \u003cp\u003e2.3 Performance measurement from different perspectives 24\u003c\/p\u003e \u003cp\u003e2.4 Performance management 26\u003c\/p\u003e \u003cp\u003e2.5 Balancing the \u003ci\u003escience \u003c\/i\u003ewith the \u003ci\u003eart \u003c\/i\u003e27\u003c\/p\u003e \u003cp\u003e2.6 Future challenges 29\u003c\/p\u003e \u003cp\u003eReferences 33\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Two The Science\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 What Are We Managing? 37\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e3.1 Everyone has a different view 38\u003c\/p\u003e \u003cp\u003e3.2 How do companies compete? 42\u003c\/p\u003e \u003cp\u003e3.3 Value streams – focused business units that create value 46\u003c\/p\u003e \u003cp\u003e3.4 Business processes – the universal building blocks 53\u003c\/p\u003e \u003cp\u003e3.5 Managerial processes – thinking about the future 57\u003c\/p\u003e \u003cp\u003e3.6 Support processes – serving to create value 58\u003c\/p\u003e \u003cp\u003e3.7 Anatomy of an organisation – the universal competitive structure 59\u003c\/p\u003e \u003cp\u003e3.8 Summary 60\u003c\/p\u003e \u003cp\u003eReferences 62\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 Understanding and Managing Business Processes 63\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e4.1 Purpose and flow 64\u003c\/p\u003e \u003cp\u003e4.2 What flows through the process? 66\u003c\/p\u003e \u003cp\u003e4.3 Anatomy of a process 67\u003c\/p\u003e \u003cp\u003e4.4 Understanding what affects flow 68\u003c\/p\u003e \u003cp\u003e4.5 Measuring process performance 72\u003c\/p\u003e \u003cp\u003e4.6 Summary 76\u003c\/p\u003e \u003cp\u003eReference 78\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 Measuring Performance 79\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e5.1 Do we need measures? 80\u003c\/p\u003e \u003cp\u003e5.2 Developing a performance measurement system 82\u003c\/p\u003e \u003cp\u003e5.3 Communicating with measures 82\u003c\/p\u003e \u003cp\u003e5.4 Scorecards, cockpits, dashboards and war-rooms 91\u003c\/p\u003e \u003cp\u003e5.5 Creating effective visual performance measurement and management systems 101\u003c\/p\u003e \u003cp\u003e5.6 Reviewing performance 108\u003c\/p\u003e \u003cp\u003e5.7 Summary 110\u003c\/p\u003e \u003cp\u003eReference 112\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 Summary: The Science of Managing Business Performance 113\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Three The Art\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 Drivers of Performance 119\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e7.1 Measures of business performance 120\u003c\/p\u003e \u003cp\u003e7.2 Managing performance for the short-term (up to 2 years) 121\u003c\/p\u003e \u003cp\u003e7.3 Managing performance for the medium-term (2 to 5 years) 124\u003c\/p\u003e \u003cp\u003e7.4 Managing performance for the long-term (5+ years) 129\u003c\/p\u003e \u003cp\u003e7.5 Summary 131\u003c\/p\u003e \u003cp\u003eReferences 131\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 Capabilities, Culture and Performance 133\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e8.1 Understanding organisational capabilities 135\u003c\/p\u003e \u003cp\u003e8.2 How do organisational capabilities develop? 137\u003c\/p\u003e \u003cp\u003e8.3 Learning to learn 139\u003c\/p\u003e \u003cp\u003e8.4 Managing organisational capabilities and culture 145\u003c\/p\u003e \u003cp\u003e8.5 Summary 149\u003c\/p\u003e \u003cp\u003eReference 150\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 The People Component 151\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e9.1 What kind of organisation would you like to work in? 153\u003c\/p\u003e \u003cp\u003e9.2 The people component 155\u003c\/p\u003e \u003cp\u003e9.3 What motivates people? 156\u003c\/p\u003e \u003cp\u003e9.4 What needs to change? 160\u003c\/p\u003e \u003cp\u003e9.5 Summary 166\u003c\/p\u003e \u003cp\u003eReferences 166\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 Balancing Organisational Controls 169\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e10.1 What is the right balance? 170\u003c\/p\u003e \u003cp\u003e10.2 What happens when we get the balance wrong? 172\u003c\/p\u003e \u003cp\u003e10.3 Understanding the interplay between performance measurement and performance management 180\u003c\/p\u003e \u003cp\u003e10.4 Balancing organisational controls: Do’s and don’ts 186\u003c\/p\u003e \u003cp\u003e10.5 Summary 190\u003c\/p\u003e \u003cp\u003eReferences 190\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 Summary: The Art of Managing Business Performance 191\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Four Effective Interventions\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 Designing Effective Interventions 197\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e12.1 A systems approach 198\u003c\/p\u003e \u003cp\u003e12.2 The organisation as a system 200\u003c\/p\u003e \u003cp\u003e12.3 Who will decide what needs to change and how? 203\u003c\/p\u003e \u003cp\u003e12.4 Technical vs. social intervention 205\u003c\/p\u003e \u003cp\u003e12.5 What to change? 209\u003c\/p\u003e \u003cp\u003e12.6 Finding the trim-tab 213\u003c\/p\u003e \u003cp\u003e12.7 Summary 218\u003c\/p\u003e \u003cp\u003eReferences 220\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13 Delivering Effective Interventions 221\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e13.1 Balancing short-term results with drivers of long-term sustainable performance 222\u003c\/p\u003e \u003cp\u003e13.2 Planning and monitoring interventions 227\u003c\/p\u003e \u003cp\u003e13.3 Joined-up thinking 230\u003c\/p\u003e \u003cp\u003e13.4 Milestones: One big step at a time 232\u003c\/p\u003e \u003cp\u003e13.5 Making improvement part of the day job 232\u003c\/p\u003e \u003cp\u003e13.6 Summary 235\u003c\/p\u003e \u003cp\u003eReferences 236\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14 Epilogue 237\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e14.1 It’s all about balance and harmony 238\u003c\/p\u003e \u003cp\u003e14.2 Learning the right balance 239\u003c\/p\u003e \u003cp\u003e14.3 Where do we start? 240\u003c\/p\u003e \u003cp\u003eReference 240\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15 The Book in a Nutshell 241\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e15.1 Part One – Introduction 242\u003c\/p\u003e \u003cp\u003e15.2 Part Two – The Science 242\u003c\/p\u003e \u003cp\u003e15.3 Part Three – The Art 244\u003c\/p\u003e \u003cp\u003e15.4 Part Four – Effective Interventions 246\u003c\/p\u003e \u003cp\u003e15.5 Conclusions 249\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendices\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix A Overview of Popular Performance Measurement Models and Frameworks 253\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA.1 DuPont model 254\u003c\/p\u003e \u003cp\u003eA.2 The Performance Measurement Matrix (PMM) 254\u003c\/p\u003e \u003cp\u003eA.3 The Performance Measurement Questionnaire (PMQ) 255\u003c\/p\u003e \u003cp\u003eA.4 The Results and Determinants Framework 255\u003c\/p\u003e \u003cp\u003eA.5 The Strategic Measurement Analysis and Reporting Technique (SMART) 256\u003c\/p\u003e \u003cp\u003eA.6 The Cambridge Performance Measurement Design Process 257\u003c\/p\u003e \u003cp\u003eA.7 The Pyramid of Organisational Development 258\u003c\/p\u003e \u003cp\u003eA.8 Integrated Performance Measurement System (IPMS) reference model 258\u003c\/p\u003e \u003cp\u003eA.9 The Business Excellence model of the European Foundation for Quality Management (EFQM) 259\u003c\/p\u003e \u003cp\u003eA.10 The Performance Prism 261\u003c\/p\u003e \u003cp\u003eReferences 262\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix B Common Performance Measures 263\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eB.1 Financially focused measures 264\u003c\/p\u003e \u003cp\u003eB.2 Customer-focused measures 264\u003c\/p\u003e \u003cp\u003eB.3 Internal process-focused measures 265\u003c\/p\u003e \u003cp\u003eB.4 Learning and growth-focused measures 267\u003c\/p\u003e \u003cp\u003eB.5 Advanced Performance Institute and Bernard Marr’s 25 measures that every manager should know 268\u003c\/p\u003e \u003cp\u003eB.6 Oliver Wight International and the ABCD checklist for business excellence 269\u003c\/p\u003e \u003cp\u003eB.7 Supply Chain Operations Reference (SCOR) model 270\u003c\/p\u003e \u003cp\u003eReferences 271\u003c\/p\u003e \u003cp\u003eIndex 273\u003c\/p\u003e \u003cp\u003e\u003cb\u003eUMIT S. BITITCI\u003c\/b\u003e 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. \u003c\/p\u003e  \u003cp\u003eWith the accelerated rate of change brought on by globalisation and connectivity, we are witnessing the emergence of new forms of organisations. We are living in a period of rapid global innovation where the nature of work and rules of competition are changing.\u003c\/p\u003e\u003cp\u003e\u003ci\u003eManaging Business Performance\u003c\/i\u003e offers a proven blueprint for achieving balanced organisational excellence through improved productivity, efficiency, engagement and morale. Written by Umit Bititci, an acclaimed academic, consultant and management professional, the text outlines a unique approach that combines the science and art of managing business performance to meet the demands of the ever-changing work environment. Umit outlines a framework for designing, configuring and managing performance improvement initiatives that will yield positive and sustainable results.\u003c\/p\u003e\u003cp\u003eThe theory of performance measurement has evolved from \u003ci\u003eperformance measurement\u003c\/i\u003e to \u003ci\u003eperformance management\u003c\/i\u003e. Umit includes a wealth of practical models, techniques and tools that go beyond management theory to offer advice and suggestions for using performance measurement results to manage the performance of an organisation. The practical models and techniques presented are designed to be flex-ible so that they can be customised to best suit the needs of an individual organisation.\u003c\/p\u003e\u003cp\u003eIn addition, \u003ci\u003eManaging Business Performance\u003c\/i\u003e is filled with illustrative international case studies that clearly demonstrate the performance management concepts in action. These studies provide an intimate look at how cultural differences impact management strategies and offer insight into how differences can be managed.\u003c\/p\u003e\u003cp\u003eOrganisational performance tools and techniques are well established, but many organisations will never realise their full benefit. \u003ci\u003eManaging Business Performance\u003c\/i\u003e shows how an organisation’s complex social nature impacts real-world outcomes, and how it can be harnessed to drive better performance. Organisations that balance well-developed mature performance measurement systems with open, participative and democratic management tend to perform better. Umit shows how to create a humanistic organisation that puts the focus on teamwork, camaraderie and compassion.\u003c\/p\u003e\u003cp\u003eSustainable success requires a blended approach that utilises the most effective science within the art of people management, and \u003ci\u003eManaging Business Performance\u003c\/i\u003e offers managers, leaders and students a solid foundation for understanding and implementing better business performance strategies.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989563064549,"sku":"NP9781119025672","price":64.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119025672.jpg?v=1761784610","url":"https:\/\/k12savings.com\/es\/products\/managing-business-performance-isbn-9781119025672","provider":"K12savings","version":"1.0","type":"link"}