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An organizational framework for the Information Age

Article Abstract:

The existing managerial system used in business organizations is based on the control of functional expertise and knowledge. This is best seen in mass-production industries where sizeable resources are invested in technology which can be harnessed with a minimum of skills from workers. However, knowledge and expertise are increasingly residing outside of management in a growing number of businesses. In an era where information is important, power lies in expertise rather than in executive positions. The role of management becomes vague and productivity becomes harder to measure.

Author: Reilly, Bernard J., Ozatalay, Savas
Publisher: John Wiley & Sons, Inc.
Publication Name: National Productivity Review
Subject: Business
ISSN: 0277-8556
Year: 1998
Management Functions NEC, Management, Information technology, Organizational change, Career development, Information management, Information society

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The organizational productivity process: turning strategy into reality

Article Abstract:

A study of the Organizational Productivity Process was conducted to examine the link between strategy and implementation which involves the rewarding and reinforcement of employee performance. The process allows firms to determine two to three nonfinancial drivers that are greatly influencing the attainment of financial objectives as well as productivity. The accurate measurement of these nonfinancial drivers would enable all employees to properly execute the operational strategy.

Author: Petrone, Joe
Publisher: John Wiley & Sons, Inc.
Publication Name: National Productivity Review
Subject: Business
ISSN: 0277-8556
Year: 1999
Management-Productivity, Research, Organizational effectiveness, Strategic planning (Business), Production (Economics)

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Do you know who your best customers really are?

Article Abstract:

An alternative approach that permits organizations to evaluate sales according to a metric other than mere revenue is presented. The objective of the mechanism is to rank products, markets and customers according to their value to the firm and to determine if the added value is above a target level. The study reveals that using traditional customer valuation ranking based on revenue alone may not create the best value for the business and for shareholders as well.

Author: Ozatalay, Savas, Desirey, Stephen T.
Publisher: John Wiley & Sons, Inc.
Publication Name: National Productivity Review
Subject: Business
ISSN: 0277-8556
Year: 1999
Methods, Evaluation, Consumers, Value added

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Subjects list: Analysis, Sales management
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