Performance Management and Operations: A Comprehensive Report

This report provides an overview of performance and operations management, drawing on two key articles: "How process enterprises really work" by Hammer and Stanton (1999) and "Managerial processes: business process that sustain performance" by Bititci et al. (2011). The report explores the significance of performance management in the modern business world, emphasizing the importance of process design, employee training, and managerial processes in achieving financial and operational sustainability. It highlights the role of senior managers and process owners in managing business operations, measuring performance, and fostering continuous improvement. The report also discusses the importance of managerial processes, effective decision-making, and communication in enhancing organizational performance. The conclusion underscores the necessity of assessing employee performance and recognizing achievements to motivate further improvements, ultimately contributing to enhanced organizational success.

Running head: PERFORMANCE MANAGEMENT AND OPERATIONS
Performance Management and Operations
Name of Student
Name of University
Author Note

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Introduction:
The significance of managing performances is observed to be notably high in the
modern world of trade relations. Majority of the multinational companies working in various
industries are observed to be associated with increasing demands of the market and in such
situation, the management of the performances and the operations is seen to be one of the top
most priority for the companies. The achievement of the much required financial and
operational sustainability is largely dependent on the ability of the companies in managing
the continuous improvement of their performances both in the aspect of the quality and
quantity. Hence, the necessity faced by the companies in managing the quality of their
performances is pretty prominent. The study is based on the efficient synthesize of the two
articles for developing knowledge regarding the performance management and operations
management.
Discussion:
How process enterprises really work:
The paper “How process enterprises really work” written by Hammer and Stanton
(1999) is pretty significant in stating the importance of process enterprises and the methods in
which the process enterprises work. The performance and operations management is seen to
be dependent on various factors which includes the design of the services, products, the
methods in which the employees of the company manage their operational activities along
with the design of the training and developmental activities. With a precise consideration of
the fact, the authors claimed that the senior managers are responsible for the management of
the end to end business operations in the process enterprises. Along with that, the authors
stated that the process owners are equipped with the real responsibility and the authority for
the design of the processes which the company follows, the measurement of the performances

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of the employees with a precise consideration towards the business objectives of the process
enterprises, the competent documentation of the training and developmental requirements of
the subordinate employees along with the personalized training and developmental activities
for the improvement of the skills and capabilities of the employees. Along with that, the
authors claimed that the process owners cannot simply pass orders to their process workers as
the role requires the participation of the leaders in influencing the employees. Other than this,
the inputs provided by the authors regarding the infrastructure of the process enterprise is
pretty significant in highlighting a suitable structure that promotes the continuous
performance improvement. The authors claimed that the process enterprises face the
necessity of continuously measuring the performances of the employees for recognizing their
good works through attractive compensation. Having said that, the authors also claimed that
the success of the process owners in improving the collective performances and the
operations, can be affected with the incapability of the employees in managing their
operational activities. The infrastructure of the process enterprise proposed by the authors is
pretty significant in stating the necessity of providing sufficient scope of training and
development to the employees and at the same time, the authors highlighted the importance
of the infrastructural requirements that will be much required for the training and
development of the employees of the process enterprises.
Managerial processes: business process that sustain performance:
The paper “Managerial processes: business process that sustain performance” written
by Bititci et al. (2011) plays a crucial role in understanding the significance of the managers
in the modern world of business. The authors portrayed that the managerial processes and the
activities that the managers conduct, are directly linked with the improvement of the
collective team performances and impact of the managerial activities on the performances of
the organizations are required to be considered as a consequence of the interconnected

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managerial system rather than individual efforts or activities. In addition to this, () claimed
that the maturity and the execution of the managerial system is dependent on the perception
and belief of the managers who design the same. The authors claimed that the success of the
companies in achieving the high performances is seen to be dependent on the wider
awareness of the managerial position holders regarding the business and operational
activities. The achievement of the perfect balance between the short term and long term
oriented business activities is seen to be notably important for the success of the managers in
enhancing the collective organizational capability for the further improvement of the
organizational performances. The authors showed that the demonstration of the greater
maturity in the managerial activities of the company is dependent on the achievement of
wider knowledge regarding the operational activities and the strategic goals of the business
companies. Having said that, the authors also highlighted that the achievement of the market
insights will play a significant role in the enhancement of the quality of the business
management from the part of the business managers. Along with that, the authors portrayed
that the modern business managers are responsible for the efficient management of the
performances, the formation of mutual decision making, effective management of the
communications with each and every stakeholders of the company, competent management
of the culture and the organizational changes in the companies. The authors showed that the
effective decision making from the part of the managers of the company and the participation
of the managers in the management of the communications inside the organizations will
contribute to the formation of low conflicts and that will be crucial for the success of the
managers in the improvement of the organizational performances.
Conclusion:
On an ending note, it is understandable that the importance of the performance
management and the operations management high for the companies operating in the modern

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world of business. The business managers are required to assess the performances of their
employees to make sure that the deserving individuals are getting the recognition of their
good work which will certainly motivate them for the further improvement of their
performances. The improvement in the individual performances of the employees will
certainly be crucial for the much required improvement in the collective organizational
performances.

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References:
Bititci, U.S., Ackermann, F., Ates, A., Davies, J., Garengo, P., Gibb, S., MacBryde, J.,
Mackay, D., Maguire, C., Van Der Meer, R. and Shafti, F., 2011. Managerial processes:
business process that sustain performance. International Journal of Operations & Production
Management, 31(8), pp.851-891.
Hammer, M. and Stanton, S., 1999. How process enterprises really work. Harvard business
review, 77, pp.108-120.