Managing the Manage Processes

  • Bititci, Umit, (Principal Investigator)
  • Davies, John, (Co-investigator)
  • Gibb, Stephen, (Co-investigator)
  • MacBryde, Jillian (Co-investigator)
  • Shafti, Farhad, (Co-investigator)
  • van der Meer, Robert (Co-investigator)

Project: Research

Project Details

Description

The overall aim of the proposed research is to answer the question “what makes the successful companies different?” and go on to develop a practical self-assessment tool that could be used to assess the capabilities of the manage-processes.

Key findings

Findings suggest that the five managerial processes and their constituent managerial activities, identified through the empirical research, influence performance of organisations as an interconnected managerial system rather than as individual processes and activities. Also, the execution and maturity of this managerial system is influenced by the perceptions of the managers who organise it. Furthermore, the results suggest that in higher performing organisations, managers demonstrate a wider awareness of the overall managerial system; achieve a balance between short-term and future-oriented activities; exploit their managerial activities for multiple purposes; demonstrate greater maturity of managerial activities; and pay greater attention to the organisation of the managerial system
AcronymManageProcesses
StatusFinished
Effective start/end date1/01/0331/07/08

Funding

  • EPSRC (Engineering and Physical Sciences Research Council): £372,945.00

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  • Research Output

    How to compare performances of firms operating in different sectors?

    Bititci, U., Firat, S. U. O. & Garengo, P., 2013, In : Production Planning and Control. 24, 12, p. 1-18 18 p.

    Research output: Contribution to journalArticle

    Open Access
    File
  • 19 Citations (Scopus)
    1545 Downloads (Pure)

    Transformation in the defence sector: the critical role of performance measurement

    MacBryde, J. C., Paton, S., Bayliss, M. & Grant, N., 2013, In : Management Accounting Research. n/a, n/a, p. n/a 16 p.

    Research output: Contribution to journalArticle

  • 5 Citations (Scopus)

    Performance measurement driving change: a case from the defence sector

    Macbryde, J., Paton, S., Grant, N. & Bayliss, M., 2012, In : International Journal of Productivity and Performance Management. 61, 5, p. 462 - 482 21 p.

    Research output: Contribution to journalArticle

  • 7 Citations (Scopus)