Value Based Management


  • Robert Scarlett, Durham University

Over the last 25 years a disparate body of management techniques has been developed which seeks to ensure that a business process creates the highest possible value for the owners of, and other stakeholders in, that process. The relevant techniques relate to performance evaluation, decision-making, strategy and organisation. The practical application of these techniques is known as 'value-based management'.This text seeks to explore value-based management through a study of writings in newspapers, professional journals, academic publications, and technical manuals. Most writings included are extracts from longer publications or abridged versions of original articles.
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For the qualified practitioner who wishes to update his/her knowledge through the study of a selection of current writings.


Book information

  • Published: June 2001
  • ISBN: 978-1-85971-462-1

Table of Contents

Introduction; Shareholder Value Analysis and Economic Value Added; Business Process Re-engineering; The Balanced Scorecard; Activity-based costing and Activity-based management; Total Quality Management; Just-in-time; Benchmarking; Supply Chain Management; A Final Thought.