Performance management is a strategic and integrated process that delivers sustained success to organizations by improving the performance of the people who work in them and by developing the capabilities of individual contributors and teams. Apart from any fair dealing for the purposes of research or private study,or criticism or
review, as permitted under the Copyright, Designs and Patents Act 1988, this publication
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(BQ) Part 1 book "Operations management - Processes and supply chains" has contents: Using operations to compete, project management, process strategy, quality and performance, capacity planning, constraint management,...and other contents.
Chapter 8 - Performance management. After reading this chapter, you should be able to: Identify the major determinants of effective performance management, discuss the three general purposes of performance management, identify the five criteria for effective performance management systems,...
Tools to Investigate Improvement Opportunities.
We have discussed the assessment, plotting, and analysis of both PD and PP maturity level data. We know how to target those knowledge areas that should be further investigated for improvement opportunities. We have suggested a few approaches for ranking improvement opportunities. In this chapter we look under the hood at a knowledge area or individual process within a knowledge area to analyze the PD or PP performance to define potential areas for improvement initiatives.
Metrics to Identify Project Improvement Opportunities
In the last chapter we discussed Kiviatt Charts and Box & Whisker Plots. These are two tools that can be used to display PD and PP data in our search for process-wide and practice-wide improvement opportunities. This would typically be the starting point for identifying major areas where improvement opportunities should be focused.
Chapter 1 - The management process today. After completing this unit, you should be able to: Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals; distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks), and explain how managers’ ability to handle each one can affect organizational performance;...
Chapter 3: Managing processes and capacity. The learning objectives for this chapter include: Understand the importance of processes and process thinking; define the various components of a process; distinguish between operational, tactical, and strategic capacity planning; estimate capacity and utilization; explain the impacts of bottlenecks, variance, and other factors on performance; describe process improvement methodologies.
(BQ) Part 2 book "Management accounting - Information for decision making and strategy execution" has contents: Measuring and managing customer relationships, measuring and managing process performance, measuring and managing life cycle costs, behavioral and organizational issues in management accounting and control systems,...and other contents.
Project Quality Management processes include all the activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken.
This is a book for businesspeople. All decisions in a business
organization are made in accordance with how they will affect
the organization’s financial performance and future
financial health. Whether your background is in marketing, manufacturing,
distribution, research and development, or the current
technologies, you need financial knowledge and skills if you are to
really understand your company’s decision-making, financial, and
overall management processes.
Does democracy hurt or help economic performance? There are few questions in political economy that have attracted more attention over the years. Thinking on this subject, in one form or another, goes all the way back to Plato—who favored aristocracy to democracy, and has preoccupied many of the most fertile minds in political philosophy. More recently, with the
advent of cross-national data sources and statistical techniques, there have been numerous econometric studies investigating the relationship between political liberties and economic growth......
After studying this chapter, you should be able to: Describe the major business activities and related information processing operations performed in the human resources management (HRM)/payroll cycle; discuss the key decisions to be made in the HRM/payroll cycle and identify the information needed to make those decisions; identify the major threats in the HRM/payroll cycle and evaluate the adequacy of various internal control procedures for dealing with them.
Lecture Operations management - Chapter 4S: Reliability. After completing this unit, you should be able to: Define reliability, perform simple reliability computations, explain the term availability and perform simple calculations.
Chapter 2 - Competitiveness, strategy, and productivity. Chapter 2 discusses operations management in a broader context, and presents the issues of competition, strategy, and productivity. After you have read Chapter 2, you will understand the importance of the operations function relative to the goals of a business organization, and how performance of production function can be measured.
Chapter 10 entitled 'Quality control' explains the elements of the control process, and how control charts can be used to monitor processes in order that they are performing in an acceptable manner. Quality control is a process that measures output relative to a standard and takes corrective action when output does not meet standard. Inspection can be used as part of an effort to improve process yield. One measure of process yield is the ratio of output of good product to the total output.
After reading chapter 9, you should be able to: Discuss how development is related to training and career; identify the methods organizations use for employee development; describe how organizations use assessment of personality type, work behaviors, and job performance to plan employee development;...
Chapter 4 - Processes: Turning resources into capabilities. After reading the material in this chapter, you should be able to: Describe the functions and importance of concurrent engineering for product and service design; describe the service system design matrix and understand the relationships between sales opportunities, customer contact, and process efficiency; describe the quality function deployment processes;...
Chapter 7 - Quality tools: From process performance to process perfection. After reading the material in this chapter, you should be able to: Explain the function of the general-purpose quality analysis tools, explain how each quality tool aids in the QI story and DMAIC processes, explain how statistical process control can be used to prevent defects from occurring,...
In this chapter, the learning objectives are: Identify the types of firms or operations for which a process costing system is most suitable, explain and calculate equivalent units produced, describe the five steps in process costing, demonstrate the weighted-average method of process costing, demonstrate the FIFO method of process costing,…