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Performance evaluation and control: supporting organizational change

Performance evaluation and control: supporting organizational change Many companies have found that the presumed benefits of organizational change initiatives, such as TQM or team working, have not been forthcoming because managers have failed to support those developments through the simultaneous adaptation of the company’s performance evaluation and control systems. This paper reports new research sponsored by the EPSRC which has developed a prototype practitioner methodology to help managers in their role as organizational designers to critically appraise and diagnose current organizational control practices and, where appropriate, intervene. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Decision Emerald Publishing

Performance evaluation and control: supporting organizational change

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References (41)

Publisher
Emerald Publishing
Copyright
Copyright © 2001 MCB UP Ltd. All rights reserved.
ISSN
0025-1747
DOI
10.1108/00251740110402337
Publisher site
See Article on Publisher Site

Abstract

Many companies have found that the presumed benefits of organizational change initiatives, such as TQM or team working, have not been forthcoming because managers have failed to support those developments through the simultaneous adaptation of the company’s performance evaluation and control systems. This paper reports new research sponsored by the EPSRC which has developed a prototype practitioner methodology to help managers in their role as organizational designers to critically appraise and diagnose current organizational control practices and, where appropriate, intervene.

Journal

Management DecisionEmerald Publishing

Published: Dec 1, 2001

Keywords: Organizational change; Organizational design; Control; Learning

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