Abstract
Within the context of this book, the word “performance” refers to how well a person, a group of individuals, a machine, a system, etc. does a piece of work or an activity. In the previous chapter, we have illustrated that an enterprise intended strategy determines the intended purpose of the enterprise and provides the framework for decisions about people, leadership, customers or clients, risk, finance, resources, products, systems, technologies, location, competition, and time.
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Notes
- 1.
Term used to denote areas within an enterprise where managers occupy a privileged position in terms of resources and influence, and where they use this for their own, self-interested, functionally-oriented motives rather than for the wider benefit of the enterprise.
References
Bossidy, L., Charan, R., & Burck, C. (2002). Execution: The discipline of getting things done. New York: Crown Business.
Spitzer, D. R. (2007). Transforming performance measurement: Rethinking the way we measure and drive organizational success. New York: AMACOM: A Division of American Management Association.
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van Aartsengel, A., Kurtoglu, S. (2013). Performance Measurement. In: A Guide to Continuous Improvement Transformation. Management for Professionals. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-35904-0_6
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DOI: https://doi.org/10.1007/978-3-642-35904-0_6
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