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Über dieses Buch

This book explores how to design and implement planning & control (P&C) systems that can help organizations to manage their growth and restructuring processes in a sustainability perspective. The book is not designed to enable the reader to become an experienced system dynamics modeler; rather, it aims to develop the reader’s capabilities to design and implement performance management systems by using a system dynamics approach. More specifically, the book shows how to develop system dynamics models that can better support an understanding of:

-What is organizational performance and how to frame and measure it;

-How to identify and map the processes underlying performance;

-How to design and implement a dynamic performance management system and link it to strategic planning;

-How to tie strategic resource dynamics to processes and performance indicators;

-How to link strategic resources, and performance indicators to responsibility and incentive systems.

Using a dynamic performance management approach can improve an organization’s capability to understand and manage the forces driving performance over time, as well as set goals and objectives that may properly and selectively gauge results and match them to the key responsibility areas in the planning process. The dynamic performance management approaches covered in the book are beneficial to performance management analysts, enabling them to frame their professional field within the broader context of the system. The book also includes numerous case studies and dynamic performance management models for providing examples of how dynamic performance management works in practice. In addition, a literature review is included to provide a guideline for further improvements to those readers who wish to develop relevant, specific, and detailed system dynamics modeling skills and to establish the foundation for teaching system dynamics applied to performance management in organizational and inter-organizational contexts. This is particularly relevant for graduate students who have taken system dynamics courses and need to apply their own skills to business and public management.



Chapter 1. Managing Organizational Growth and Dynamic Complexity

Managers, entrepreneurs and administrators are often reluctant to invest time in order to frame the future of their own organization. They may look too much focused on reducing the complexity of current management. The vision of the future they create in their own minds may remain unchanged even for many years, or may incrementally and ambiguously change, with no effort on learning, on perceiving the early symptoms of crises, and assessing the sustainability of organizational growth rate.
Carmine Bianchi

Chapter 2. The Need of a Dynamic Performance Management Approach to Foster Sustainable Organizational Development

The concept of organizational growth concerns the strategic domain of management. It underlies the aptitude of an organization to attain a set of results leading to its long-term success and continuity.
Carmine Bianchi

Chapter 3. Fostering Sustainable Organizational Development Through Dynamic Performance Management

This chapter outlines a conceptual and methodological framework to support organizational policy makers in managing and assessing performance within the perspective of sustainability. It analyzes the role of SD to enhance P&C systems so as to both manage performance and foster sustainable development.
Carmine Bianchi

Chapter 4. Applying Dynamic Performance Management to Public Sector Organizations

This chapter will illustrate different examples of DPM applied to public sector organizations.
Carmine Bianchi

Chapter 5. Applying Dynamic Performance Management to Enterprises

This chapter will illustrate two examples of DPM applied to enterprises. Cases will show how DPM can support a learning-oriented approach into the P&C processes of business organizations.
Carmine Bianchi


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