book

Measuring and Managing Performance in Organizations

Name: Measuring and Managing Performance in Organizations
ISBN: 9780133488425

by Robert D. Austin, Tom DeMarco, Timothy Lister

July 2013

Intermediate to advanced

240 pages

5h 36m

English

Addison-Wesley Professional

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About This eBook
Title Page
Copyright Page
Also Available from DORSET HOUSE PUBLISHING CO.
Dedication Page
Acknowledgments
Permissions Acknowledgments
Contents
Foreword
Preface
Three Central QuestionsA Strategy for Reading This BookWhat This Book Is Not About

Chapter One. An Introduction to Measurement Issues
Chapter Two. A Closer Look at Measurement Dysfunction
Chapter Three. The Intended Uses of Measurement in Organizations
Motivational MeasurementInformational MeasurementSegregating Information By Intended Use
Chapter Four. How Economists Approach the Measurement Problem
Balancing Cost and Benefit Associated with Agent EffortThe Effort Mix Problem
Chapter Five. Constructing a Model of Measurement and Dysfunction
The Importance of the CustomerWhat the Customer WantsExtra Effort versus Incentive Distortion
Chapter Six. Bringing Internal Motivation into the Model
The Observability of EffortModel Assumptions
Chapter Seven. Three Ways of Supervising the Agent
No SupervisionFull SupervisionPartial Supervision
Chapter Eight. Designing Incentive Systems
A Better Model of Organizational Incentives
Chapter Nine. A Summary of the Model
The Model SetupThree Ways of Supervising the AgentThe Principal’s Solution
Chapter Ten. Measurement and Internal Motivation
Internal versus External MotivationDelegatory ManagementThe Conflict Between Measurement-Based and Delegatory Management
Chapter Eleven. Comparing Delegatory and Measurement-Based Management
Chapter Twelve. When Neither Management Method Seems Recommended
Measurement versus Delegation in Real Organizations
Chapter Thirteen. Purely Informational Measurement
Chapter Fourteen. How Dysfunction Arises and Persists
The Earnest Explanation of Dysfunction: A Systematic Error by the PrincipalMisguided Reflexes, Folly, and the Mystique of QuantityThe Difficulty of the Principal’s Inference Problem
Chapter Fifteen. The Cynical Explanation of Dysfunction
Delegation Costs, Inevitable Dysfunction, and Non-Attributional Cultures
Chapter Sixteen. Interviews with Software Measurement Experts
Interview Results
Chapter Seventeen. The Measurement Disease
The Malcolm Baldrige Quality AwardISO 9000 CertificationSoftware Capability EvaluationSimilarities Between MethodsThe Nature of the Measurement Problem
Chapter Eighteen. Societal Implications and Extensions
Probabilistic MeasurementFirm Integration TheoriesThe Difficulty of Explaining Cooperation Under Assumptions of Pure Self-Interest
Chapter Nineteen. A Difficult But Solvable Problem
Appendix. Interview Methods and Questions
Glossary
Bibliography
Author Index
Subject Index

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Measuring and Managing Performance in Organizations

by Robert D. Austin, Tom DeMarco, Timothy Lister

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