The Organizational Measurement Manual is a step-by-step guide to creating performance measurements at the working level. It addresses the procedures for identifying, designing, monitoring and using measurements and how these might relate to other objectives and initiatives within an organization. In so doing it explores the use of general performance measurement as a management tool for the key areas of control, customer satisfaction and business improvement. The book is clearly differentiated from many other publications on the subject of measurement by the firm distinction made between general, strategic measurement that represents an umbrella approach to the quantification of performance and the monitoring of process-level attributes that directly relate to the performance of an individual work team. The benefits of, and best practice approach to, the use of process-level measurements are clearly explained.
Table of Contents
Contents: The Concept of Measurement: Introduction and purpose of measurement; Corporate measurement; Process measurement. Establishing a Process Measurement Programme: Customer-centred measurement; Identifying the process measurement; Targets and objectives; Tracking and recording; Interpretation; Action; Involving people. Looking Beyond the Basics: International standards; Quality costs; The long term; Index.
David Wealleans is a chartered engineer and practising business leader. He has held senior industry positions in quality, design and marketing, and worked for several years as an independent adviser and trainer to a wide variety of organizations. He currently holds the position of head of international operations for Transas Marine, a maritime technology company. He is also the author of The Quality Audit for ISO 9001:2000, published by Gower.
'The text is liberally sprinkled with figures and boxed "tips" which not only make this a very usable book but also makes you stop and take stock of what you're currently doing and think about how you might work in the future ... The author's easy writing style also makes what could be (let's face it) an extremely dry read both lively and accessible ... I came away from this book feeling that I could actually do the things he talks about and believing that if I did they would really make a difference.' People Performance, February 2001 'it is surprising, as his book demonstrates, just how many areas of normal business life can benefit from performance measurement besides the measurement of process ... This is a useful manual with applications across the organisation.' Chartered Secretary, July 2001 'Most of the time I found the book fascinating...The writing is pacey and, more importantly, easy to follow. Each chapter is punctuated with tips and diagrams illustrating the various concepts. Useful summaries are provided at the end of each chapter in the form of bullet points...The book does have good value to offer all, whether you are looking for an introduction to measurement or for ideas on how to improve the measurement systems that you already have in place.' Quality World, December 2001 ’...a very useful manual that is clearly presented, providing a thorough and comprehensive guide to those uninitiated in the difficult area of the measurement of organizational performance - it is pitched at a target audience of managers, supervisors and team leaders within any function.’ Leadership and Organization Development Journal