This course aims to support students in developing comprehensive knowledge and skills of performance measurement and performance management practice.
Linked to this goal are the following objectives:
• On a theoretical level the course provides a managerial toolbox for future managers. The course provides a thorough foundation of the full spectrum of business processes within goal setting techniques, performance metrics as well as innovation business processes. Theoretical findings will be connected to real-world cases of managing private companies as well as public organization.
• On a practical level the course allows students in an interactive project work setting to develop skills by performing independent research on Performance management in real- world contexts. Throughout the course, students will develop performance management case studies, present their findings and receive guidance by the instructor and industry experts.
Upon completion of the course, the students will be able to understand the background of performance measurement as well as performance management. They also will be able to create a Performance Management Framework and define performance measurement criteria for the organizations.
After the course the students should be able to:
• Evaluate and integrate a wide range of management concepts with a focus on the Performance management and measurement;
• Identify areas for improvement;
• Develop performance management systems considering organizational set-up, goals, Key Performance Indicators, Processes.
Course Content (Topics and subtopics):
Topic 1. Introduction and Basics
• Course overview. Performance Measurement vs. Performance Management. Innovation in public vs. private organizations.
• Generic Performance Management Approaches: Schools of Thought; Framework: eco system.
• 5-level Performance Management Model. Goal setting.
Topic 2. Performance Measurement and Management in Innovation
• Inter-organizational Interfaces; Performance Clusters: Technology Transfer, Future Business Opportunities, Portfolio Management.
• Controlling; People Management; Performance Clusters: Intellectual Property Creation, Operational Excellence, Talent Pool.
• Branding, Image, Publications, Presence in Scientific Community.
• Open Innovation; Collaboration with Academia, Collaboration with Partners and Customers
Topic 3. Methods and Sources of Performance Improvement:
• Design thinking as a tool to improve performance; The role of Design in Innovation: Design Definition, Design vs. Engineering, Participatory Design, User-Centered Design, Empathic Design.
• Sources for knowledge update in Performance Measurement and Management: Trends, Conferences, Journals, Current discussions.
Course Reading (the full list):
• Samsonowa, T. (2012). “Industrial Research Performance Management; Key Performance Indicators in the ICT Industry.” Heidelberg: Springer.
• Rolstadas, A. (1995). “Performance Management - A business process benchmarking approach.” London: Chapman & Hall.
Will be provided during the course
Grading Policy (% or points):
Course progress – 50%, exam – 50%.
Course progress tasks:
Case study – 35%
1) Context Problem statement – 5%
2) Analysis (Tools) – 15%
3) Synthesis – 15%
Project work – 15%
1) Case study progress: ad hoc presentations – 2.5%