Performance Measurment and the Levels of Agregation – a View on Etisalat (Emirates Telecommunication Company)

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PERFORMANCE MEASURMENT AND THE LEVELS OF AGREGATION – A VIEW ON ETISALAT (EMIRATES TELECOMMUNICATION COMPANY) INTRODUCTION Operations, nowadays, need performance measurement to quantify the direction of improvement in work processes and product handling. This method also determines the effectiveness and the efficiency of the organization’s capabilities by comparing data gathered for a period of time and also by continuous surveying to examine the reliability of different work processes. Organizations cannot just focus only on the traditional “cost and efficient” factors to measure its performances but better judgment in the decision making process would include involving various other internal and external processes, long-term as well as the short term approaches and the measures which will support correct evaluation of the performances (Slack & Lewis, 2008). These measures can be categorized and displayed in the balance scorecard (BSC) system to better simplify the performances focusing on areas which needs enhancement or change to add value to the strategic management of operations and processes. PERFORMANCE MEASUREMENT By addressing the key performance indicators (KPIs) the cost, quality, speed of delivering products and services, dependability and flexibility are linked together and thus the choice of performances targets can be implemented. These factors can be further categorized and aggregated to display an overall view of the performance of an organization to enhance achievements in the competitive markets. The different levels of aggregation in the performance targets selection are shown below: 1. Detailed performance measures: This includes the detailed aspects which affect an organization’s performances in the day to day work processes or activities. 2. Generic operations performance measurement: These are basically the
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