Organisational and Managerial Performance Essay Example
ENVS1130 E.J. de Renzy-Martin
Foundations of Management December 2002
Coursework 1
Organisational and Managerial Performance
1. How, when, where and by whom should organisational, managerial, product and service performance be measured?
It has never been more important to accurately measure business and managerial performance. Since the post-War renaissance, companies' prospects of obtaining a competitive advantage have solely depended on a combination of the expertise, knowledge and skills of its staff. There is, however, no single measure of performance in any situation. A large proportion of performance measures are qualitative not quantitative, and therefore value judgements can only be calculated with supportable and justifiable standards. Consequently, it is imperative that the main attributes of those who measure this performance can analyse and interpret the results, with a fundamental understanding of the environment, people, customers, the market- and the organizations' position within it. This is not possible without the full and latest information, constantly gathered and assessed.
It is important that a central element of this approach is that targets need to be measurable, and reflected on consistently and frequently; but these are not always measurable quantitatively. However, a quantitative output may not always add value:
"Value is derived from innovation, sharing knowledge and reacting quickly and effectively to a new scenario "
Rigid performance objectives might also become outdated in the dynamic business world of today. Although it would make sense to maintain firm quantitative objectives for certain personnel, notably sales teams, business and managerial operation measurements should be principally qualitative. Japanese companies seem to have progressed with a more suitable model for performance measures, which relies on organisations identifying key indicators, and seeking continuous, regular
Foundations of Management December 2002
Coursework 1
Organisational and Managerial Performance
1. How, when, where and by whom should organisational, managerial, product and service performance be measured?
It has never been more important to accurately measure business and managerial performance. Since the post-War renaissance, companies' prospects of obtaining a competitive advantage have solely depended on a combination of the expertise, knowledge and skills of its staff. There is, however, no single measure of performance in any situation. A large proportion of performance measures are qualitative not quantitative, and therefore value judgements can only be calculated with supportable and justifiable standards. Consequently, it is imperative that the main attributes of those who measure this performance can analyse and interpret the results, with a fundamental understanding of the environment, people, customers, the market- and the organizations' position within it. This is not possible without the full and latest information, constantly gathered and assessed.
It is important that a central element of this approach is that targets need to be measurable, and reflected on consistently and frequently; but these are not always measurable quantitatively. However, a quantitative output may not always add value:
"Value is derived from innovation, sharing knowledge and reacting quickly and effectively to a new scenario "
Rigid performance objectives might also become outdated in the dynamic business world of today. Although it would make sense to maintain firm quantitative objectives for certain personnel, notably sales teams, business and managerial operation measurements should be principally qualitative. Japanese companies seem to have progressed with a more suitable model for performance measures, which relies on organisations identifying key indicators, and seeking continuous, regular