Managing by Measuring, How to Improve Your Organization's Performance Through Effective Benchmarking.TITLE: Managing by Measuring, How to Improve Your Organization's Performance Through Effective Benchmarking ISBN ISBN abbr. International Standard Book Number ISBN International Standard Book Number ISBN n abbr (= International Standard Book Number) → ISBN m : 0-8144-0390-5 AUTHOR: Mark T. Czarnecki PUBLISHER: AMACOM AMACOM American Management Association , a division of American Management Association DATE OF PUBLICATION: 1999 LENGTH: 271 pages PRICE: $38 AVAILABLE FROM: ARMA International Bookstore, www.arma.org or 888/241-0598 In this age of sexy technology and sophisticated computer systems, something as mundane as measuring might appear passe pas·sé adj. 1. No longer current or in fashion; out-of-date. 2. Past the prime; faded or aged. [French, past participle of passer, to pass, from Old French; see . This book asserts, however, that companies that measure their performance in meeting their strategic goals are more likely to attain those goals than those who do not. The title clearly reveals the story to be told: Managing by Measuring: How to Improve Your Organization's Performance Through Effective Benchmarking. This book lives up to its promise by walking through -- in detail -- the components of measuring. Managing by Measuring quickly establishes that measuring is an important tool to management and that companies that measure are better off than companies that fail to measure. It explores the essentials of measurement through 10 chapters, including "Identifying Effective Measures," "Measurement Tools and Techniques," and "Benchmarking: Measuring vs. Other Companies." These chapter titles are indicative of the book's tone. It reads as an academic textbook rather than a motivational bestseller. There are ample graphs and charts to illustrate each point, though none are clever or overly engaging. Each chapter methodically me·thod·i·cal also me·thod·ic adj. 1. Arranged or proceeding in regular, systematic order. 2. Characterized by ordered and systematic habits or behavior. See Synonyms at orderly. covers its subject. Headings are specific, and terms and key points are clearly highlighted and explained. This is sometimes taken to the extreme. For example, one chapter that includes specifics on establishing a measurement team breaks out roles, including those such as "Internal coach: a person who works side by side with the team to teach people how to gather measures." For some readers, such detail may dilute di·lute v. To reduce a solution or mixture in concentration, quality, strength, or purity, as by adding water. adj. Thinned or weakened by diluting. the overall value of the information presented. The book maintains objectivity by not interjecting personal anecdotes, but it does offer numerous case studies about companies such as Xerox, Chevron, Sun Microsystems Sun Microsystems, Inc. (NASDAQ: JAVA[3]) is an American vendor of computers, computer components, computer software, and information-technology services, founded on 24 February 1982. , and Motorola. These are helpful illustrations that border on interesting, though they do not have that gee-whiz appeal that can make business topics more readable read·a·ble adj. 1. Easily read; legible: a readable typeface. 2. Pleasurable or interesting to read: a readable story. . The appendix of the book contains the criteria for the Malcolm Baldrige National Quality Award The Malcolm Baldrige National Quality Award is given by the United States National Institute of Standards and Technology. Through the actions of the National Productivity Advisory Committee chaired by Jack Grayson, it was established by the Malcolm Baldrige National Quality and a sample benchmarking policy. There is much valuable content in this book. Its purpose is to illustrate that managing by measuring directly can increase the quality of one's own company. Managing by Measuring is a sound guide and explains many useful tools. It appears, however, to be written as required reading for a college course rather than as informative reading for a practitioner audience. Kurt Thies is the CEO (1) (Chief Executive Officer) The highest individual in command of an organization. Typically the president of the company, the CEO reports to the Chairman of the Board. of Accutrac Software, Inc. He may be contacted at kthies@accutrac.com. |
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