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|a 9783540732129
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| 100 |
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|a Franceschini, Fiorenzo
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| 245 |
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|a Management by Measurement
|h Elektronische Ressource
|b Designing Key Indicators and Performance Measurement Systems
|c by Fiorenzo Franceschini, Maurizio Galetto, Domenico Maisano
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| 250 |
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|a 1st ed. 2007
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| 260 |
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|a Berlin, Heidelberg
|b Springer Berlin Heidelberg
|c 2007, 2007
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| 300 |
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|a XI, 242 p
|b online resource
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| 505 |
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|a 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
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| 653 |
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|a Leadership
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| 653 |
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|a Security Science and Technology
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| 653 |
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|a Operations research
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| 653 |
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|a Industrial organization
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| 653 |
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|a Strategic planning
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| 653 |
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|a Security systems
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| 653 |
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|a IT in Business
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| 653 |
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|a Business Strategy and Leadership
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| 653 |
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|a Organization
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| 653 |
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|a Operations Research and Decision Theory
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| 653 |
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|a Business information services
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| 700 |
1 |
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|a Galetto, Maurizio
|e [author]
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| 700 |
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|a Maisano, Domenico
|e [author]
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| 041 |
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7 |
|a eng
|2 ISO 639-2
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| 989 |
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|b Springer
|a Springer eBooks 2005-
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| 028 |
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|a 10.1007/978-3-540-73212-9
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| 856 |
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|u https://doi.org/10.1007/978-3-540-73212-9?nosfx=y
|x Verlag
|3 Volltext
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| 082 |
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|a 658.4012
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| 082 |
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|a 658.4092
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| 520 |
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|a 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
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