Authors: Ina Freeman
Addresses: Business School, Northern State University, 1200 Jay Street, Aberdeen SD, USA
Abstract: Performance management literature often presents a |how-to|, discussing solitary concepts and practices that are labelled as keys to optimisation. When coupled with lay literature and performance management software, these solitary concepts incorporate a cookbook approach that nullifies the complexity of those humans who are being managed. This article examines management from a different perspective in exploring management|s many facets using the example of one practitioner (AM) to highlight the need to recognise the complexities found in a holistic approach to effective and efficient management. These complexities require the recognition of multiple aspects of the personality of the management as well as the actions of the manager and the organisation.
Keywords: performance management; studies; management theory; competitive advantage; strategic management; small business; small firms.
International Journal of Business Performance Management, 2006 Vol.8 No.2/3, pp.229 - 245
Published online: 16 Feb 2006 *Full-text access for editors Access for subscribers Purchase this article Comment on this article