Management by Measurement [electronic resource] : Designing Key Indicators and Performance Measurement Systems /
Franceschini, Fiorenzo.author.
Galetto, Maurizio.author.
Maisano, Domenico.author.
A world that is changing faster and faster forces companies to a continuous performance monitoring. Indicators give the impression to be the real engine of organizations or even the economy at large. But performance indicators are not simple observation tools. They can have a deep "normative" effect, which can modify organizational behaviour and influence key decisions. Companies are what they measure! The selection of good performance indicators is not an easy process. This monograph focuses on the designing of a Performance Measurement System (PMS), knowing that "magic rules" to identify them do not exist. Some indicators seem right and easy to measure, but have subtle, counter-productive consequences. Other indicators are more difficult to measure, but focus the enterprise on those decisions and actions that are critical to success. This book suggests how to identify indicators that achieve a balance in these effects and enhance long-term profitability.
Includes bibliographical references and index.
Quality and process indicators -- Indicators criticalities and curiosities -- The condition of uniqueness in process representation -- Performance indicators properties -- Designing a performance measurement system -- Indicators, measurements, preferences and evaluations: a scheme of classification according to the representational theory.
A world that is changing faster and faster forces companies to a continuous performance monitoring. Indicators give the impression to be the real engine of organizations or even the economy at large. But performance indicators are not simple observation tools. They can have a deep "normative" effect, which can modify organizational behaviour and influence key decisions. Companies are what they measure! The selection of good performance indicators is not an easy process. This monograph focuses on the designing of a Performance Measurement System (PMS), knowing that "magic rules" to identify them do not exist. Some indicators seem right and easy to measure, but have subtle, counter-productive consequences. Other indicators are more difficult to measure, but focus the enterprise on those decisions and actions that are critical to success. This book suggests how to identify indicators that achieve a balance in these effects and enhance long-term profitability.
Leadership.
Organization.
Planning.
Operations research.
Decision making.
Information technology.
Business—Data processing.
Quality control.
Reliability.
Industrial safety.
Business Strategy/Leadership.
Organization.
Operations Research/Decision Theory.
IT in Business.
Quality Control, Reliability, Safety and Risk.