Organisational productivity is about assessing and improving the efficiency and effectiveness of public and private sector organisations. Four productivity models are explained and linked to a wide range of productivity improvement methodologies.
A capsul to explaine a part of industrial engineering,time study, one of the powerful tools that used to adapt the Rhythm inside the value stream, to create an eye on the process and to improve & control the process cost.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
To understand Organisational Behavior meaning and importance,Organisation as social process,System and Contingency approach,Environmental Factors,Constraints over organization and managerial performance
A capsul to explaine a part of industrial engineering,time study, one of the powerful tools that used to adapt the Rhythm inside the value stream, to create an eye on the process and to improve & control the process cost.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
To understand Organisational Behavior meaning and importance,Organisation as social process,System and Contingency approach,Environmental Factors,Constraints over organization and managerial performance
This is an extremely condensed version of the "Productive Organization" presentation I have given in my company and to local organizations.
I've added text boxes with the main point of each slide.
The concept of efficiency and effectivenessFrank Nyarko
Efficiency and effectiveness are management tools and they are inter-related. Companies’ main target is profitability. To ensure profitability is really achieved employees' work efficiency and effectiveness should be adhered to. To work with pace, create space and being organized are important ingredients to help remain abreast to the current trend of organizations' work demand. However the environment and each individual member are all part of the build-up to ensure maximum potential achievable. Notwithstanding each individual owe his or herself some level of the willingness to face new challenges. That comes with the readiness to remain updated. Innovation and creativity are key principle to be efficient and effective.
Electric and gas companies continue to be faced with: attrition or slow growth, at best, volatile commodity prices, uncertain demand, shrinking margins, and continued competition from evolving technologies. This report examines the tools and techniques used to improve and manage productivity.
Efficiency and effectiveness: Presentation with ExamplesAbhimanyu Mathur
Find out the essential difference between effectiveness and efficiency. Examples such as business meetings v/s video conferencing and Steve Jobs' working strategy discussed.
Sample Report On Operation Management in Business By Global Assignment HelpAmelia Jones
Operation management is the most important section of business management. In this process, management of business formulates various strategies for the assessment and optimum allocation of different kinds of resources and functions to get the desired outcomes. For more information regarding Operation Management in Business read our complete sample.
Measurement and Comparison of Productivity Performance Under Fuzzy Imprecise ...Waqas Tariq
The creation of goods and services requires changing the expended resources into the output goods and services. How efficiently we transform these input resources into goods and services depends on the productivity of the transformation process. However, it has been observed there is always a vagueness or imprecision associated with the values of inputs and outputs. Therefore, it becomes hard for a productivity measurement expert to specify the amount of resources and the outputs as exact scalar numbers. The present paper, applies fuzzy set theory to measure and compare productivity performance of transformation processes when numerical data cannot be specified in exact terms. The approach makes it possible to measure and compare productivity of organizational units (including non-government and non-profit entities) when the expert inputs can not be specified as exact scalar quantities. The model has been applied to compare productivity of different branches of a company.
BBA 2301, Principles of Accounting II 1 Course LeaCicelyBourqueju
BBA 2301, Principles of Accounting II 1
Course Learning Outcomes for Unit VIII
Upon completion of this unit, students should be able to:
7. Explain how financial information influences both short-term and long-term management decisions.
7.1 Describe the use of standard cost manufacturers and service businesses.
8. Discuss operational and capital budgets.
8.1 Describe capital budgeting methods.
8.2 Identify the use of intangible benefits in capital budgeting.
Course/Unit
Learning Outcomes
Learning Activity
7.1
Unit Lesson
Chapter 26, pp. 26-1 to 26-24
Webpage: Balanced Scorecard Basics
Video: What is a balanced scorecard: A simple explanation for anyone
Unit VIII Case Study
8.1
Unit Lesson
Chapter 27, pp. 27-1 to 27-19
Unit VIII Case Study
8.2
Unit Lesson
Chapter 27, pp. 27-1 to 27-19
Unit VIII Case Study
Required Unit Resources
Chapter 26: Standard Costs and Balanced Scorecard, pp. 26-1 to 26-24
Chapter 27: Planning for Capital Investments, pp. 27-1 to 27-19
In order to access the following resources, click the links below.
Balanced Scorecard Institute. (n.d.). Balanced scorecard basics. https://balancedscorecard.org/bsc-basics-
overview/
For the video resource below, a transcript and closed captioning are available upon accessing the video.
Marr, B. (2019, June 24). What is a balanced scorecard: A simple explanation for anyone [Video]. Cielo24.
https://c24.page/2s4pmxpj2kpwnprckg6p8tcjtu
Unit Lesson
Introduction
This final unit will conclude the study of managerial accounting. This lesson will share important content for
managers in manufacturing, merchandising, and service companies. Content includes estimating future costs,
implementing financial and non-financial performance measures, and incorporating capital budgeting.
Costing requires you to make estimates. As noted in a previous unit, many people are uncomfortable with this
task, as they are used to having objective numbers given to them. However, as much as the future is
UNIT VIII STUDY GUIDE
Management: Costs and Capital Investing
https://balancedscorecard.org/bsc-basics-overview/
https://c24.page/2s4pmxpj2kpwnprckg6p8tcjtu
BBA 2301, Principles of Accounting II 2
UNIT x STUDY GUIDE
Title
unpredictable, we are still required to use our experience and judgment to chart a path forward. In this unit,
you will learn about standard costs. Partially based on prior period actual costs, they provide the basis for
budgeting and subsequent evaluation. Management accountants, no matter the title, are integral to the
development of standard costs, implementation of the balanced scorecard, and the capital budgeting process.
Pay attention as you read, review, and evaluate this unit as it is almost wholly transferable to any company.
Consider the following questions and how you would respond to each as you move through this unit.
As the chief accounting officer (CAO) or chief ...
Crafting a CMMI V2 Compliant Process for Governance Practice Area: An Experie...Dr. Mustafa Değerli
Değerli, M. (2020). Crafting a CMMI V2 Compliant Process for Governance Practice Area: An Experiential Proposal. 14th Turkish National Software Engineering Symposium (UYMS 2020). 10.1109/UYMS50627.2020.9247068 – https://ieeexplore.ieee.org/xpl/conhome/9247008/proceeding
Guide to Human Activity System (HAS) MappingDavid Alman
The Guide to Human Activity System (HAS) Mapping is a summary that explains what a HAS Map is; how to develop a HAS Map as a flow map to assess a problem situation; how to review conflicting issues, and how to develop an improved HAS Map to address the problem situation.
Complex Adaptive Network Systems (CANS) draft 2David Alman
A Complex Adaptive Network System (CANS) is a social network system that is decentralised and can evolve to achieve its goals (or purposes), based on its own narratives; a set of evolved rules; and these are related to a history of past circumstances. CANS respond to their environment and themselves be “nested” within other network systems such as group; groups within an organisation; a group that strategically plans projects related to other network systems such as markets, or communities, or environmental ecosystems. Each are forms of interrelated and interacting system networks.
Capability and organizational health v1 pdfDavid Alman
Capability is increasingly important to organizations, relevant to how employees’ carry out their roles; to improving productivity; and to organisations achieving sought after goals.
Capability refers to the ability to act quickly, effectively, and innovatively to a changing environment and customer needs. Without the application of capability, employees demonstrate limited performance, processes are inefficient, and organizations do not deliver what they should or could.
Capability is central to Organizational Health to improve organizational performance, and satisfy employee and customer needs
Using systems thinking to improve organisationsDavid Alman
Systems Thinking has been described as an approach to problem solving where "problems" are viewed as symptoms of an underlying system. If the underlying cause of a system problem is not addressed, problems can repeat and grow and cause unexpected consequences. This blog introduces a System Thinking Maturity Model, an ST Maturity Model, to help assess the underlying cause of problems and select a Systems Thinking Approach to resolve them.
This is about using user experiences at points of interaction –touchpoints- to understand how to achieve better outcomes from:
> Services to customers, patients, community groups;
> Roles (either job or team/group) carried out;
> Employee competence within a role;
> Employee well-being: Health & safety, and satisfaction.
While these are widely different areas, we can improve the way organisations perform and provide services to users through the use of Touchpoint Value Mapping.
The purpose of Open Surveys is to help understand and improve the effectiveness of an organisational change or some aspect of organisational performance based on respondent comments.
Open Surveys and their analysis are based on, and developed from, respondents’ thoughts and feelings expressed in their own words. • In an Open Survey respondents answer a few questions in detail by expressing themselves in their own words. Responses are grouped into categories, and from these categories broader patterns are built showing how comments are linked. Such patterns are, or can be fitted together, into a model covering and representing the collective views of respondents.
Systems are deeply embedded in the way an organisation manages health and safety (H&S). Over the last century there are recognizable shifts in the approaches taken toward H&S systems. Four Health and Safety System Approaches are identified and covered showing how the perspective taken by each of H&S and related accident analysis differ. These Health and Safety System Approaches are not substitutable options, rather they can be viewed as progressively adding to ways in which H&S is improved by organisations, in a sense reflecting a progression in the level of maturity of organisational H&S. The multi-level perspectives reflected in Health & Safety System Approaches can be similarly reflected in the law of tort and in Commissions of Inquiry into H&S failures.
Human Activity System (HAS) Maps visually illustrate and capture the “flow” of causes and outcomes in a problem situation.
In HAS Mapping a problem situation is viewed as occurring within a “system”, a Human Activity System (HAS), where the “system” allows a problem situation’s causes and effects to be identified and shaped into a causal relationship flow map, so underlying issues and their interrelationships can be better recognised and addressed.
The flow of causes to outcomes within a problem situation can be developed, for example, based on using, for example, “but-for” analysis (i.e. “but for an act or omission of X, Y would not have occurred”), and “Why- Because” analysis.
HAS Maps are versatile and can be applied to investigating, assessing, and addressing a wide range of problem situations.
Multilevel System Analysis - An Introduction to Systems Thinking David Alman
With the myriad of problem situations organisations face and the wide range of options in techniques, methodologies, and models available, how do we select a “best fit” between a problem situation and a means to its solution?
The purpose of this paper is to explain Multilevel System Analysis (MSA) as an introduction to Systems Thinking, and a means to match problem situations with Systems Thinking methodologies and models for their resolution.
Conflict analysis using an organizational justice model.v1David Alman
This paper relates to applying conflict analysis and diagnostic models to grievance and complaint processes. Conflict analysis is critical in achieving successful outcomes within an organization’s grievance or complaint process, and involves two steps: Diagnosing the conflict; and then developing a program to fit and address the conflict.
Conflict models are an effective way of diagnosing conflict, and an Organizational Justice Model is used to example their application within an organisational setting.
Organizational Health refers to an organization’s ability to achieve its goals based on an environment that seeks to improve organizational performance and support employee well-being. While these two perspectives are very different, a nexus between them means issues in one affect the other.
Improving organizational performance involves applying a systems thinking approach at organization, process, and role levels, and supporting employee well-being involves addressing both employee satisfaction and employee health (physical, mental, and social). Organizational health and employee well-being audits provide the means whereby an organization can continuously learn how to improve itself.
The purpose of the Organisational Sustainability slide show is to present a way organisations, both private and public sector, can :
a) Improve theirs and others sustainability, and in doing so also
b) Show how their progress can be measured in economic, community, and environmental terms .
Productivity is about adding value to outcomes achieved and in the way work is done. Productivity can be measured in terms of Cost and Benefit
through both tangible and intangible measures. The concept of productivity continues to evolve and is relevant to all forms of organisation, whether in the public or private sector, or NGO.
There are also a wide range of productivity methods available to add value at the:
Organisational Level
Process Level, and
Role Level
Because Proventive Solutions uses a Human Activity System (HAS) as the foundation for all its productivity methodologies, these productivity methodologies go beyond a focus on "hard" system activities to include "soft" social interactions that also affect the value of what is done and outcomes.
Workplace stress can be identified and addressed through a Stress Risk Management Audit, sometimes referred to as a Stress Risk Management Assessment. In a number of Australian States, and in the UK through the Safety Executive (UK), workplace stress risk factors have been identified and considered in a risk assessment process. This powerpoint is intended to fit into recommended practices rather be considered as an alternative. It also aligns with other Organisational Health methodologies, such as the Organisational Health Audit and Complaints Management, by using an underlying Human Activity System model. This allows for the identification stress risk factors to be identified when addressing other workplace issues.
Organisational Health Audits assess through a collaborative process ways organisational and employee performance and well-being can be improved based on Human Activity System (HAS) criteria.
The approach taken recognizes that organisational performance and employee well-being are interconnected, and uses a Human Activity Systems (HAS) model to identify interdependent and interacting factors.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
2. Contents
1. Why is Productivity so important?........................................................................................ 3
2. What is productivity? ............................................................................................................ 4
2.1 Productivity as an Efficiency Model. ................................................................................ 4
2.2 Productivity as a Quality Model. ...................................................................................... 6
2.2.1 Productivity as a Quality Model (internal focus). ...................................................... 6
2.2.2 Productivity as a Quality Model (external focus). ..................................................... 6
2.3 Productivity as a Complex Sociotechnical System (CSS) Model....................................... 7
2.4 Productivity as a SEE Sustainability Model ...................................................................... 9
3. Productivity Improvement Methodologies ......................................................................... 11
4. National Productivity Measurement ................................................................................... 13
Phase 1. The Economic Model ............................................................................................ 13
Phase 2. The Quality of Life Model. .................................................................................... 13
Phase 3. SEE Sustainability Model. ...................................................................................... 13
Conclusion ................................................................................................................................ 14
Productivity Improvement Methods referred to in Table 1 .................................................... 15
References ............................................................................................................................... 16
About the Author ..................................................................................................................... 18
David Alman
December 2013
Page 2
3. 1. Why is Productivity so important?
Everything private and public sector organisations do or want to do relates to productivity,
for there is not one top priority that cannot be tracked back to the search for productivity.
That is how fundamental and essential the concept and its application is.
For example, for the:
Private Sector the Top 10 Business Priorities for 2012 are [1]:
o Increase enterprise growth
o Attract and retain new customers
o
o Reduce enterprise costs
o
o Create new products and services (innovation)
o
o Deliver operational results
o
o Improve efficiency
o
o Improve profitability (margins)
o
o Attract and retain the workforce
o
o Improve marketing and sales effectiveness
o
o Expand into new markets and geographies
o
o
Public Sector the Structure and function of Government covers [2]:
o Whole of government approach to policy and service delivery
o Efficiency and effectiveness of initiatives
o Governance in different types of agencies
o Changing dynamics in relations between different levels of government
More specific examples include [3]
o Rebuild the Economy
o Return quality Services
o Renovate Infrastructure
o Strengthen our Local Environment and Communities
o Restore Accountability to Government
David Alman
December 2013
Page 3
4. 2. What is productivity?
There are many definitions of productivity, and because the concept is also applicable to
such a wide range of issues a clearer understanding of what is meant by the term
productivity and how productivity can be applied is covered in this paper
In terms of productivity definitions some of the most embracing definitions include:
Productivity is “anything that makes an organisation function better“[4]
Productivity improvement is “doing the right things better” [5]
Using the term partial definitions is helpful in looking at specific areas covered by
organisational productivity [6].
In this paper partial organisational productivity definitions are considered within four
productivity models.
2.1 Productivity as an Efficiency Model.
In this model productivity can be referred to as, simply:
Output
Input
This can be expanded and illustrated as an Efficiency Model of Productivity as shown in
Diagram 1.
Input e.g. resources
Transformation
Output
Productivity
Efficiency
(Quantitative measure, asks “how much?”)
Diagram 1 Efficiency Model of Productivity
David Alman
December 2013
Page 4
5. Here the focus of productivity is on a change in quantity (e.g. volume, cost etc). This can be
in terms of higher (or same) output for the same (or less) input of resources, or same (or
increased) output with less (or same) input. Inputs in this case can include labour; capital
assets; materials; and energy. Outputs relate to products provided .
In addition both input and output measures can be viewed differently. For example, there
can be a focus on ratios between inputs to outputs (referred to as a technical perspective),
or the relationship between actual and potential output (referred to as an engineering
perspective), or the efficiency in the resources allocated (referred to as an economist
perspective) [7].
An example of an economic focus on less resource input is shown below from the Australian
Federal Government where attention is on reducing input resource costs [8]:
Reducing input costs – better management of the acquisition of goods and services
required for government business, including in areas such as ICT, travel, stationery
supplies and property leasing.
More efficient delivery – reducing the costs of delivering specific outcomes through
innovation and standardisation of processes.
Improved organisational efficiency – better use of resources through improving
business integration and streamlining organisational practices.
Removing duplication – consolidation of programs and agencies to reduce
administrative overheads.
Writers on productivity have recognised for some time that there is an inherent weakness in
looking at productivity improvement as only from an efficiency perspective, as this can lead
to adverse effects on quality, for example from defective or low quality outputs [9].
This has lead to viewing productivity as measuring and addressing both efficiency and
effectiveness issues. Productivity in terms of organisational efficiency and effectiveness is
referred to in this paper under the Quality Model of productivity.
David Alman
December 2013
Page 5
6. 2.2 Productivity as a Quality Model.
2.2.1 Productivity as a Quality Model (internal focus).
In this quality model efficiency can be considered in terms of the minimum resources
needed, or how much is used (i.e. degree of utilisation), while effectiveness can be viewed
in terms of:
Doing the right things at the right time, with the right quality
Degree of outputs accomplished
Extent to which customer requirements are met
In this approach productivity measures output in terms of what is valued and expected by
the organisation, sometimes referred to an a “inside-out” approach to the provision of
outputs.
Diagram 2 illustrates the Quality Model, which, while still basically the same as the Efficiency
Model in Diagram 1, also highlights the addition of an effectiveness perspective.
Effectiveness
(Qualitative measure, asks “How well?”)
Input e.g. resources
Transformation
Output
Productivity
Efficiency
(Quantitative measure, asks “how much?”)
Diagram 2 Quality Model (adapted from the McGee Productivity Model [10])
2.2.2 Productivity as a Quality Model (external focus).
The Quality Model, as an efficiency and effectiveness model also reflects a “cost/benefit”
perspective of productivity [11]. In this respect, for example, input as an efficiency measure
David Alman
December 2013
Page 6
7. can be related of cost effectiveness and output extended to taking into account the value of
an output as a benefit from a recipient’s (e.g. customer) perspective [12].
In this Quality Model the term output is changed to outcome. While outputs can be viewed
as designed to produce expected outcomes of value to recipients from an organisations
perspective, using the term outcome allows for recognising and measuring expected or
unexpected impacts and consequences of an output. Assessing outcomes helps identify
issues from a recipient’s perspective – from an “outside-in” approach. Refer to Diagram 3
the Quality Model (outcome focus).
Effectiveness
(Qualitative measure, asks “How well?”)
Input e.g. resources
Transformation
Outcome
Productivity
Efficiency
(Quantitative measure, asks “how much?”)
Diagram 3. The Quality Model (outcome).
2.3 Productivity as a Complex Sociotechnical System (CSS) Model.
In the Quality Model of Productivity the focus is on direct, linear, cause and effect
productivity such as production and service systems. Using a Complex Sociotechnical
System Model [13], refer to Diagram 4, introduces non linear systems that contrasts with
previous direct linear cause and effect system models. Both in different ways improve the
efficiency and effectiveness (productivity) of organisations.
David Alman
December 2013
Page 7
8. For example, such factors can include the effects of leadership; alignment and clarity of
organisation structures, accountability issues, and cultural and social relationship issues, risk
systems such as health and safety; role capability and workplace conflicts.
Referential Level
Values and priorities that provide meaning and the basis of
decisions and actions
Governance Level
How resources are organised, directed, coordinated, and structured
such as management systems and organisation structures.
Transactional Level
Interactions covering, for example, designed work processes,
practices, activities, behaviours, and social relations.
Physical conditions such as built and natural environments
Outcomes
Diagram 4. Complex Sociotechnical System Model
David Alman
December 2013
Page 8
9. 2.4 Productivity as a SEE Sustainability Model
SEE Sustainability refers to a focus on an integrative approach to productivity extending
beyond technical, social, and environmental based systems as found in the soft productivity
model. While it may initially be seen as similar to factors in soft productivity, there is a shift
in focus from managing risks that effect the efficiency and effectiveness of productivity to
sustainability.
In Diagram 5 the cost/benefit and efficiency and effectiveness concepts that underpin what
productivity is based on. This now reflected in a (productivity) dimension covering waste
reduction and value adding. To this is added a further dimension covering Social,
Environmental and Economic (SEE) Sustainability. In Diagram 5 these dimensions, together,
cover direct and indirect areas that support sustainable productivity. An example of the
shift in productivity measures can be found in the search for a life cycle sustainability, and
renewal, approach to resources.
Economic Sustainability
Productivity:
Process &
network
efficiency
Productivity:
Outcomes e.g
Recipient
value
Waste
reduction
Value
Adding
Resources e.g
waste &
emissions
reduction
Employee
well-being e.g
physical,
social, &
mental health
Environmental
&
Social
Sustainability
Diagram 5 SEE Sustainability Model (internal focus)
David Alman
December 2013
Page 9
10. In Diagram 6, the SEE Sustainability Model is extended further to link to external factors as
well, such as supplier productivity issues and impacts on stakeholders (e.g. customers and
the natural environment) and social impacts on community well-being [14].
Economic Sustainability
Productivity:
Process &
network
efficiency
Productivity:
Outcomes e.g
Recipient
value
Waste
reduction
Resources:
Supplier
Services
Resources e.g
waste &
emissions
reduction
Employee
well-being e.g
physical,
social, &
mental health
Stakeholde
rs
Natural
environment
Value
Adding
Community
well-being
Environmental
&
Social
Sustainability
Diagram 6. SEE Sustainability Model (Internal & External focus)
David Alman
December 2013
Page 10
11. 3. Productivity Improvement Methodologies
Productivity has been referred to by Pritchard as “how well a system uses its resources to
achieve its goals” [15], and a systems approach to productivity is exampled in Table 1.
Productivity
Models
Focus of
Productivity
Systems
Productivity Systems
Human Designed Systems
1. Efficiency
Model
Internal focus
2.1 Quality
Model (Outputs)
Internal focus
2.2 Quality
Model
(Outcomes)
Customer and
stakeholder
focus
3. Complex
Sociotechnical
Model
Non linear
interactions and
consequences
Social
Systems
Natural Environment
Systems
Management Control Systems
such as:
o Financial systems e.g.
ratios & scorecards
o Production and Service
system measures
Continuous improvement to
standards based systems such
as ISO 9000
Improvement to system activity
and interaction value, such as
o Human Performance
Technology (HPT)
o Lean manufacturing
o Six Sigma
Improvement to system activity,
such as:
o Lean Service
o Vanguard method
Improvement to system activity
and interaction value, such as:
o Service Blueprinting
Value Network Analysis
Improvement to system activity and
interaction value, such as:
o Touchpoint Value Mapping
Improvement to system activity and
interaction value, such as:
o Human Activity Systems (HAS)
4. SEE
Sustainability
Productivity
Model
SEE Sustainability
Focus (internal
and external)
Theory of Constraints (recent evolved modelling)
Sustainability improvements to, for example, processes, well-being, &
natural resource value:
o Organisational sustainability
Continuous
improvement
system such as
ISO 14000
Continuous improvement
system such as ISO 26000
Table 1 Productivity Models and related Productivity Improvement methods.
David Alman
December 2013
Page 11
12. In Table 1 Productivity Systems are divided into three sub categories: Human Designed
Systems; Social Systems, and Natural Environment Systems. Beneath these three system
sub categories are shown a range of productivity methodologies that are aligned against
each of the 4 Productivity Models.
Productivity methodologies address a wide range of subject areas such as production and
service systems; quality assurance systems; organisational frameworks; safety and
environmental systems; teamwork; role and leadership performance. In addressing
productivity, methodologies can and do cover more than one sub system category.
Productivity methodologies listed in Table 1 are provided with references for further
reading in Productivity Improvement Methods referred to in Table 1 at the end of the
paper.
David Alman
December 2013
Page 12
13. 4. National Productivity Measurement
At a national level the concept of measuring productivity can be seen as evolving through
phases, or not, depending upon one’s perspective. This is because means of measuring
national productivity are not so much replaced, but added to in different ways.
Phase 1. The Economic Model. As with the organisational efficiency model the Economic
Model measures volume (or growth), as in Gross Domestic Product (GDP) [16]. This model
developed during a time in the last century when there was a greater emphasis on
manufactured goods, and has not been adjusted to take into full account the subsequent
development of service industries. It remains, however, a major means of comparing
national prosperity.
Phase 2. The Quality of Life Model. The quality of life model measures aspects that include
those relating to a nation’s life expectancy; level of education; and standards of living as
reflected under the United Nations Human Development Index [17]. In organisational
productivity terms there is no real comparison, though the closest might be the Soft
Productivity Model where elements of governance on employee well-being issues are
reflected.
Phase 3. SEE Sustainability Model. To date this model has yet to be established on an
international level, though a number of nations operate legislative and supporting
regulatory practices under Environmental Protection Agencies [18] or equivalent. At an
organisational level there is progress on developing international standardised SEE
Sustainability reporting measures through the Global Reporting Initiative (GRI) [19].
David Alman
December 2013
Page 13
14. Conclusion
The term productivity can be viewed from many perspectives, as is reflected in “partial”
productivity measures that are used. However, there are common characteristics that are
linked to the term that are missing in the broader term of performance. For productivity
covers the measurement of the efficiency with which resource inputs were used, and the
effectiveness of outputs. The term also reflects a cost efficiency and a benefits of outputs
and outcomes perspective. By using outcome measures productivity can be yet more
broadly applied as measures of quality and sustainability.
Organisational Productivity pulls together into themes a wide range of productivity
measures and concepts, and from this it can be seen that the concept of productivity
continues to evolve to address contemporary issues facing organisations.
Organisational productivity is linked to ways of improving productivity through the systems
upon which they rely. In improving organisational productivity there are a wide range of
system based improvement methodologies can be drawn on that cover productivity
improvements.
There is also a general but not necessarily always a direct nexus with the idea of National
productivity measurement, though in very broad terms the concepts of productivity at
organisational and national levels show a common trending in identifying additional
perspectives to be considered. In this respect productivity can be seen to have taken an
economic/efficiency; then Quality (though in different ways); then a SEE Sustainability
perspective.
David Alman
December 2013
Page 14
15. Productivity Improvement Methods referred to in Table 1
1. Efficiency Model
Financial systems e.g. ratios & scorecards
Du Pont Analysis http://en.wikipedia.org/wiki/DuPont_analysis Downloaded 28/7/12
Strategy Maps http://en.wikipedia.org/wiki/Strategy_map Downloaded 28/7/12
Production and Service system measures
Manufacturing
http://www.datacard.com/downloads/ViewDownLoad.dyn?elementId=repositories/downloads/
xml/Manufacturing_Efficiency.xml&repositoryName=downloads&index=1 Downloaded 28/7/12
Services Productivity in the Service Sector http://www.apo-tokyo.org/00e-books/IS12_ProdMeasure/IS-12_ProdMeasure.pdf Downloaded 28/7/12
2.1 Quality Model (outputs)
ISO 9000 Quality management systems http://en.wikipedia.org/wiki/ISO_9000 Downloaded
28/7/12
Human Performance Technology (HPT) http://www.slideshare.net/JoanneRein/the-dynamicprinciples-of-human-performance-technology Downloaded 29/7/12
Lean manufacturing http://en.wikipedia.org/wiki/Lean_manufacturing Downloaded 28/7/12
Six Sigma http://en.wikipedia.org/wiki/Six_Sigma Downloaded 28/7/12
2.2 Quality Model (Outcomes)
Lean Service http://en.wikipedia.org/wiki/Lean_services Downloaded 28/7/12
Vanguard method http://www.systemsthinking.co.uk/1-1.asp Downloaded 28/7/12
Touchpoint Value Mapping http://proventivesolutions.wordpress.com/2012/07/09/touchpointvalue-mapping-user-focused-improvement/ Downloaded 29/7/12
Service Blueprinting http://en.wikipedia.org/wiki/Service_blueprint Downloaded 28/7/12
Value Network Analysis http://en.wikipedia.org/wiki/Value_network_analysis Downloaded
28/7/12
3. Complex Sociotechnical Systems
Human Activity System (HAS) Mapping http://www.slideshare.net/davidalman/human-activitysystem-has-mapping Downloaded 6/12/13
Theory of Constraints (in recently evolved form)
http://www.google.com.au/url?sa=t&rct=j&q=&esrc=s&source=web&cd=4&ved=0CEoQFjAD&url
=http%3A%2F%2Fsystemsintelligence.aalto.fi%2FwesterlundF.doc&ei=NpmhUprdOIbckQXq4YGY
BA&usg=AFQjCNHs07c1QTkHzZTe_LHi6s68PM1wzQ&sig2=P8-ZwkQR-vTOuAV0gZhyzQ
Downloaded 6/12/13
4. SEE Sustainability
Organisational sustainability http://www.slideshare.net/davidalman/organisationalsustainability Downloaded 27/7/12
ISO 14000 Environmental Management http://en.wikipedia.org/wiki/ISO_14000 Downloaded
28/7/12
ISO 26000 Social Responsibility http://en.wikipedia.org/wiki/ISO_26000 Downloaded 28/7/12
David Alman
December 2013
Page 15
16. References
[1] Gartner Executive Programs (January 2012). Website:
http://www.gartner.com/it/page.jsp?id=1897514 Downloaded 24/7/12
[2] Adapted from slide 9 “Mapping Research Agendas: The Australian Government’s
Assessment and priorities”. Website: http://anzsogresearch.anu.edu.au/pdfs/Future%20Research%20agenda%2004/APodger%20presentation
%20Feb04.pdf Downloaded 24/7/12
[3] The NSW Government has a plan to make NSW number one. Website:
http://www.premier.nsw.gov.au/content/priorities Downloaded 24/7/12
[4] [6] [9] Defining and measuring productivity in the public sector: Management
perceptions. Website: http://www.emeraldinsight.com/products/first/pdf/public_sector.pdf
Downloaded 24/7/12 Downloaded 24/7/12
[5] Productivity management: A practical handbook (p9, 1992). Prokopenko. J. International
Labour Office, Geneva.
[7] Demystifying productivity and performance. Website:
http://woxencentrum.iip.kth.se/documents/publications/articles/art_Tangen2005DemystifyingProductivityAndPerformance.pdf Downloaded 24/7/12
[8] Driving Efficiency in the Australian Government. Website:
http://www.financeminister.gov.au/publications/docs/driving_efficiency_in_the_australian
_government.pdf Downloaded 24/7/12
[10] Measurement and Evaluation in Corporate Universities. Website:
www.internetraining.com/.../Measurement%20and%20Evaluation%20in%20Corporate%20
Universities... Downloaded 28 September 2010
[11] A Value Model for the Public Sector Website:
http://www.accenture.com/Global/Research_and_Insights/Outlook/By_Alphabet/ASector.h
tm Downloaded 15 October 2010
[12] Service productivity: A literature review and research agenda. Website:
http://reser.net/materiali/priloge/slo/balci_et_at.pdf Downloaded 28/7/12.
[13] Human Activity System (HAS) Mapping. Website:
http://www.slideshare.net/davidalman/human-activity-system-has-mapping Downloaded
6/12/13
[14] Organisational Sustainability. Website:
http://www.slideshare.net/davidalman/organisational-sustainability Downloaded 27/7/12
[15] Prichard, R.D. (1990) Organisational Psychology in Handbook of industrial and
organizational psychology. Consulting Psychologists Press.
David Alman
December 2013
Page 16
17. [16] Gross Domestic Product (GDP) Website:
http://en.wikipedia.org/wiki/Gross_domestic_product Downloaded 28/7/12
[17] Human Development Index (HDI). Website:
http://en.wikipedia.org/wiki/Human_Development_Index Downloaded 27/7/12
[18] Environmental protection Website: http://www.unep.org/ Downloaded 27/7/12
[19] Global Reporting Initiative Website:
https://www.globalreporting.org/Pages/default.aspx Downloaded 28/7/12
David Alman
December 2013
Page 17
18. About the Author
David Alman writes on the subject of Systems Thinking which includes assessing and
improving organisational productivity. His other publications may be found on his website
at https://sites.google.com/site/proventivesolutions/
David lives in Brisbane, Australia and may be contacted through Contact Details available on
the website.
David Alman
December 2013
Page 18