Suchergebnisse

Why sports journalism matters / Rob Steen -- Sport and journalism in the 18th and 19th centuries / Mike Huggins -- The art of sportswriting / Rob Steen and Huw Richards -- Newspapers / Guy Hodgson -- Tabloids / Rob Shepherd -- Agencies / John Mehaffey -- Regional newspapers / Graham Hiley -- Fanzines / Huw Richards -- Multiplatform sports journalism / Mark Barden -- Broadcasting : interview with Martin Tyler / Adrienne Rosen -- Twitter / Simon McEnnis -- Public relations / Owen Evans -- The sports editor : good cop or bad? / Paul Weaver -- The sub-editor / Charles Morris -- Humour / Rob Steen -- Statistics and records / Huw Richards -- When dreams fall apart / Rob Steen -- Half-time interval : interview with David Lacey and Patrick Barclay / Rob Steen -- Race / Rob Steen & Jed Novick -- Sexuality / Neil Farrington -- Homophobia : interview with Alex Kay-Jelski / Neil Farrington -- Money / Peter Berlin -- National identity / Peter English -- The Olympics / Gareth Edwards -- Football hooliganism / Roger Domeneghetti -- Football managers and the press / Stephen Wagg -- Who owns the narrative? / Sam Duncan and Ian Glenn -- Caster Semenya / John Price -- Lance Armstrong / Peter Bramham and Stephen Wagg -- Frank Keating / Rob Steen -- Hugh McIlvanney / Kevin Mitchell -- Vikki Orvice / Steven Howard -- John Samuels / Matthew Engel -- A new golden age? / Raymond Boyle -- Diversity / Carrie Dunn -- Reporting / Toby MillerIn

Describes the development and testing of a framework which can assist in the process of designing performance measures. Grounds the framework in the relevant literature and explains how it was developed and tested through a series of action research projects involving collaborators primarily from the aerospace and automotive industries. Notes that inadequately designed performance measures can result in dysfunctional behaviour often due to the method of calculation encouraging individuals to pursue inappropriate courses of action. The performance measure record sheet presented provides a structure which considers factors such as the purpose of the measure and the source of data. Notes the advantages of the record sheet, such as its use to audit existing measures of performance and to facilitate the process of designing new ones.

It is widely accepted that firms should have manufacturing strategies
consistent with their overall business strategies, but while much has
been written about the content of these strategies, little has been said
about how they should be developed and realized. Reports on research
which set out to investigate the extent to which UK firms seek to
influence the realization of their manufacturing strategies through
their performance measurement systems. Over 800 small and medium‐sized
manufacturing enterprises (SMEs) in the UK were surveyed in late 1992.
Analysis of the data suggests that while firms which compete on quality
or time place most emphasis on performance measures which match their
strategies, those which compete on price do not.

Describes the development and testing of a structured methodology for the design of performance measurement systems. Frameworks, such as the balanced scorecard and the performance prism, have been proposed, but until recently little attention has been devoted to the question of how these frameworks can be populated, i.e. how managers can decide specifically which measures to adopt. Following a wide ranging review of the performance measurement literature, a framework identifying the desirable characteristics of a performance measurement system design process is developed. This framework provided guidelines which were subsequently used to inform the development of a process‐based approach to performance measurement system design. The process was enhanced and refined during application in three action research projects, involving major UK automotive and aerospace companies. The revised process was then formally documented and tested through six further industrial applications. Finally the process was written up in the form of a workbook and made publicly available.