Productivity Improvement
Improving corporate productivity is a function and result of effective
management, synonymous with good management. Increasing productivity and
sustaining growth are the primary goals and responsibilities of management. In
fact, enabling better performance is the essence of productivity management.
Productivity is a central concept in modern economics and an important measure
of business performance. It can also be surprisingly elusive when it comes to
defining or measuring the productivity of your particular company. On top of that,
the term productivity is also often used in a more general sense to refer to worker
performance. To explain what productivity means in a new business
At the same time, improving productivity is a process of change. Therefore, to
improve productivity, it is necessary to manage change; it means to promote,
create and create change. It is important to plan and coordinate the size and
speed of change in all key organizational elements, including people and
workforce structure, attitudes and values, skills and education, technology and
equipment, products and markets. These changes develop positive attitudes and
organizational culture that will benefit productivity improvements as well as
technological changes. There are situations that must change despite resistance
, or reluctance. Program managers should not hesitate to order changes in such
cases, using their operating authority.
The use of authority as such a calculated risk is desirable even in the most
democratic management styles and organizational cultures; Managers must of
course be prepared to deal with the consequences. We are far from proposing a
democratic or autocratic style, because neither of them exists in a pure state. In
fact, the different management styles simply represent points on a continuum.
Any particular style depends on many specific circumstances, such as the
characteristics of technology, the skill level of workers, education and training of
management, economies of scale, type of industry and structure of society. An
organizational method of production that completely rejects human values in
favor of organizational values will not work: neither will it. It is unrealistic to
expect organizational goals to be fully compatible with people's values. Some
degree of inconsistency is normal and management must find the best balance
between them in particular circumstances, for a particular task, and change the
balance as needed.
The systems approach to productivity management is based on two basic
concepts: focusing on outputs (system outcomes); and the integration of all the
Improving corporate productivity is a function and result of effective
management, synonymous with good management. Increasing productivity and
sustaining growth are the primary goals and responsibilities of management. In
fact, enabling better performance is the essence of productivity management.
Productivity is a central concept in modern economics and an important measure
of business performance. It can also be surprisingly elusive when it comes to
defining or measuring the productivity of your particular company. On top of that,
the term productivity is also often used in a more general sense to refer to worker
performance. To explain what productivity means in a new business
At the same time, improving productivity is a process of change. Therefore, to
improve productivity, it is necessary to manage change; it means to promote,
create and create change. It is important to plan and coordinate the size and
speed of change in all key organizational elements, including people and
workforce structure, attitudes and values, skills and education, technology and
equipment, products and markets. These changes develop positive attitudes and
organizational culture that will benefit productivity improvements as well as
technological changes. There are situations that must change despite resistance
, or reluctance. Program managers should not hesitate to order changes in such
cases, using their operating authority.
The use of authority as such a calculated risk is desirable even in the most
democratic management styles and organizational cultures; Managers must of
course be prepared to deal with the consequences. We are far from proposing a
democratic or autocratic style, because neither of them exists in a pure state. In
fact, the different management styles simply represent points on a continuum.
Any particular style depends on many specific circumstances, such as the
characteristics of technology, the skill level of workers, education and training of
management, economies of scale, type of industry and structure of society. An
organizational method of production that completely rejects human values in
favor of organizational values will not work: neither will it. It is unrealistic to
expect organizational goals to be fully compatible with people's values. Some
degree of inconsistency is normal and management must find the best balance
between them in particular circumstances, for a particular task, and change the
balance as needed.
The systems approach to productivity management is based on two basic
concepts: focusing on outputs (system outcomes); and the integration of all the
