Efficiency of management: Difference between revisions
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The concept of '''manager efficiency''' in the praxeological sense, refers to the total values of practical activities, which positively relates to its characteristics. This approach requires the determination of performance characteristics due to the actions that will be compared and to determine their impact. Sample actions [[evaluation]] characteristics are: effectiveness, economy, efficiency, rationality. Action, which we assess as efficient, has satisfactory levels of these traits. | The concept of '''manager efficiency''' in the praxeological sense, refers to the total values of practical activities, which positively relates to its characteristics. This approach requires the determination of performance characteristics due to the actions that will be compared and to determine their impact. Sample actions [[evaluation]] characteristics are: effectiveness, economy, efficiency, rationality. Action, which we assess as efficient, has satisfactory levels of these traits. | ||
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* Time management: Setting and prioritizing goals, creating schedules and plans, and eliminating time-wasters to increase productivity and achieve more in less time. | * Time management: Setting and prioritizing goals, creating schedules and plans, and eliminating time-wasters to increase productivity and achieve more in less time. | ||
* [[Supply chain management]]: Optimizing the flow of goods, services and [[information]] from suppliers to customers by managing relationships and coordinating activities, which can increase efficiency and reduce costs. | * [[Supply chain management]]: Optimizing the flow of goods, services and [[information]] from suppliers to customers by managing relationships and coordinating activities, which can increase efficiency and reduce costs. | ||
{{infobox5|list1={{i5link|a=[[Managerial controlling]]}} — {{i5link|a=[[Value management]]}} — {{i5link|a=[[Operational control]]}} — {{i5link|a=[[Strategic cost management]]}} — {{i5link|a=[[Management functions]]}} — {{i5link|a=[[Zero defects]]}} — {{i5link|a=[[Silvestro model]]}} — {{i5link|a=[[Principles of scientific management]]}} — {{i5link|a=[[Activity-based management]]}} }} | |||
==References== | ==References== | ||
* Charnes, A., Cooper, W. W., & Rhodes, E. (1978). ''[http://www.sciencedirect.com/science/article/pii/0377221778901388 Measuring the efficiency of decision making units]''. European journal of [[operational research]], 2(6), 429-444. | * Charnes, A., Cooper, W. W., & Rhodes, E. (1978). ''[http://www.sciencedirect.com/science/article/pii/0377221778901388 Measuring the efficiency of decision making units]''. European journal of [[operational research]], 2(6), 429-444. | ||
[[Category:Praxeology]] | [[Category:Praxeology]] | ||
Latest revision as of 20:44, 17 November 2023
The concept of manager efficiency in the praxeological sense, refers to the total values of practical activities, which positively relates to its characteristics. This approach requires the determination of performance characteristics due to the actions that will be compared and to determine their impact. Sample actions evaluation characteristics are: effectiveness, economy, efficiency, rationality. Action, which we assess as efficient, has satisfactory levels of these traits.
The second approach concerns the efficiency of operations taking each feature separately: efficiency, effectiveness and also quality. In line with this approach, better action is closer to having all the advantages of a good job, and it has the highest dimension of effectiveness. Similar meaning is attributed to the term efficiency. Action is deemed to be effective if it complies with the relevant criteria in a given situation.
Methodological efficiency. It refers to a situation where the operator did everything in the circumstances (especially in terms of knowledge of the circumstances, his social skills and diligence in operation) to ensure maximum effect in every respect of real performance.
Basically a separate issue arises in assessing the efficiency of the activities of human creative activity. Its significance is rising due to the increasing role of innovation in today's increasingly knowledge-oriented economy.
Examples of efficiency in management
Examples of efficiency in management include:
- Streamlining processes: Implementing systems and procedures that eliminate unnecessary steps and reduce the amount of time and resources required to complete a task.
- Automation: Using technology to automate repetitive tasks, such as scheduling and data entry, which can increase efficiency and reduce errors.
- Delegation: Assigning tasks to employees who are best suited to handle them, which can increase productivity and free up managers to focus on more important tasks.
- Lean management: Implementing principles of lean manufacturing, such as reducing waste and increasing efficiency, to improve the overall performance of an organization.
- Data-driven decision making: Using data and analytics to inform decision-making and identify areas for improvement, which can increase efficiency and effectiveness.
- Time management: Setting and prioritizing goals, creating schedules and plans, and eliminating time-wasters to increase productivity and achieve more in less time.
- Supply chain management: Optimizing the flow of goods, services and information from suppliers to customers by managing relationships and coordinating activities, which can increase efficiency and reduce costs.
| Efficiency of management — recommended articles |
| Managerial controlling — Value management — Operational control — Strategic cost management — Management functions — Zero defects — Silvestro model — Principles of scientific management — Activity-based management |
References
- Charnes, A., Cooper, W. W., & Rhodes, E. (1978). Measuring the efficiency of decision making units. European journal of operational research, 2(6), 429-444.
