Eirik Bådsvik Hamre Korsen is one of the PhD-candidates of SFI Manufacturing. In this blog, he introduces us to the world of performance management systems in manufacturing organizations.
I am Eirik, a PhD-student funded by SFI Manufacturing at NTNU, and working at NTNU at Gjøvik. I have been a management consultant within the field of performance management and system implementation before exploring academia. At SFI Manufacturing, I am a part of research area three, innovative and sustainable organizations. In my PhD, I study performance management systems in manufacturing organizations.
Performance management tools
An interesting observation is how organizations are useing different performance management tools in parallel, which all have the same purpose: to implement the organizational strategy. Most organizations have a management reporting system based on a set of key performance indicators, often inspired by, or based on, balanced scorecards. In parallel, they have a quality management system, which is audited and qualified for certification. In additional, they are useing a number of operational or lean tools and techniques.
In my PhD, I explore how the organization uses these different tools and techniques, in the light of strategic alignment, the dilemma of difference perspectives between engineers versus business management educated managers, and how this is being influenced by digitalization and IT-systems.
I question to what extent these tools contribute to the strategic alignment of the organization. Are any of these tools in conflict with each other or counterproductive? At to what extent are they integrated into each other, or are they living parallel lives?
Digitalization
After Kaplan and Johnsen (1987) “Relevance lost”, there has been a debate on how management accounting can be relevant and reflect the organization's operations. One of their explanations is the different educational background of business management and finance versus engineers. To what extent does this dilemma still exists?
The performance management tools are often tightly linked to the organization's IT-systems. A buzz word these days is digitalization, and many ask how this will impact their organizations. I ask how digitalization will influence the performance management systems, and how we manage our organization?
Processes, tools and techniques
As manufacturing (or any organization) continually needs to improve to survive, I hope to contribute on how we can improve the performance management processes, tools and techniques used in organizations. I believe, by using the right tools to the right purpose in an efficient and effective manner, we can increase the basis for decision making, allocation or priority of resources, and motivation of employees and managers.
I am Eirik, a PhD-student funded by SFI Manufacturing at NTNU, and working at NTNU at Gjøvik. I have been a management consultant within the field of performance management and system implementation before exploring academia. At SFI Manufacturing, I am a part of research area three, innovative and sustainable organizations. In my PhD, I study performance management systems in manufacturing organizations.
Performance management tools
An interesting observation is how organizations are useing different performance management tools in parallel, which all have the same purpose: to implement the organizational strategy. Most organizations have a management reporting system based on a set of key performance indicators, often inspired by, or based on, balanced scorecards. In parallel, they have a quality management system, which is audited and qualified for certification. In additional, they are useing a number of operational or lean tools and techniques.
In my PhD, I explore how the organization uses these different tools and techniques, in the light of strategic alignment, the dilemma of difference perspectives between engineers versus business management educated managers, and how this is being influenced by digitalization and IT-systems.
I question to what extent these tools contribute to the strategic alignment of the organization. Are any of these tools in conflict with each other or counterproductive? At to what extent are they integrated into each other, or are they living parallel lives?
Digitalization
After Kaplan and Johnsen (1987) “Relevance lost”, there has been a debate on how management accounting can be relevant and reflect the organization's operations. One of their explanations is the different educational background of business management and finance versus engineers. To what extent does this dilemma still exists?
The performance management tools are often tightly linked to the organization's IT-systems. A buzz word these days is digitalization, and many ask how this will impact their organizations. I ask how digitalization will influence the performance management systems, and how we manage our organization?
Processes, tools and techniques
As manufacturing (or any organization) continually needs to improve to survive, I hope to contribute on how we can improve the performance management processes, tools and techniques used in organizations. I believe, by using the right tools to the right purpose in an efficient and effective manner, we can increase the basis for decision making, allocation or priority of resources, and motivation of employees and managers.
RSS Feed
