The Harvard Business Review named the Balanced Scorecard one of the 75 most influential ideas of the 20th century, and metrics are still one of the hottest topics in business. But how exactly does one create a scorecard? Perhaps more important, how can scorecard results be used to improve employee motivation, product quality, customer satisfaction, or other critical components of a business?
This one-stop handbook gives managers who have been charged with creating metric scorecards techniques that will make them truly effective.
Written for managers who want/need to create and use scorecards, Metrics 2.0: Creating Scorecards for High-Performance Work Teams and Organizations provides a unique perspective on this vital management tool. Focusing on performance improvement, it describes the intellectual foundation behind scorecards and demonstrates how metrics can be used to enhance feedback, motivation, and employee engagement.
The book offers a background primer on statistics and research methods, outlining the basics of metrics such as attributes, scope of measures, and levels of analysis to help managers understand what should go into the scorecard and why. Key techniques for using scorecards are showcased and step-by-step guidance on creating metric scorecards for teams, departments, and entire organizations is provided, including specialized situations such as customer service measurement or monitoring off-site performance. Finally, managers are taught how to analyze results intelligently and translate metrics into effective operational practices. Extensive running examples address both service and manufacturing metrics and each chapter ends with a set of learning objectives.
Features
• Includes a statistics chapter with an expanded discussion of power analysis and a reprint of Cohen's classic power charts
• Offers a conceptualization section in each chapter that provides a vocabulary of metric terms
• Presents an expanded discussion of Katz and Kahn's properties of an open system
• Provides a description of how generic system theory concepts can be applied to the workplace
• An extensive reference section with a step-by-step summary helps managers put it all together
Highlights
• Provides first-level managers explicit instructions for creating scorecards that drive inward motivation and outward results in such areas as quality, customer service, performance appraisals, and productivity
• Ties metrics to actual practices that improve results, including feedback, motivation, and engagement
• Can be used by managers at all levels and by organizational development personnel and consultants
• Gives managers background information they often cannot get elsewhere, such as chapters on measurement and statistics
Ruth A. Huwe is a full-time lecturer in the Department of Management and Organization Studies at the University of Washington, Seattle, WA. She has taught metrics as an MBA elective at the University of Washington’s Foster School of Business and to hundreds of corporate work teams—including 196 teams at Boeing.
