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185
on the accounting system to provide them with the basic
management data of all types on a continuing basis. It
is important that this basic data be sufficient and
amenable to arrangement and interpretation by the operating
groups as well as by management.
4. Developing and installing a long range plan
for gathering work measurement and performance budget
data, and specifically manhour data, from the accounting
reports, rather than by the computational methods now in
use. The "predicting backward" methods of some operating
personnel result in low utility and high unreliability
of the data. Cost data, manhour data, and work performance
data are but three aspects of the same management
statistics problem, only one-third of which has
been mechanized. It appears that all three types of
data could be handled by the IBM equipment through
existing reports with good results. The result would
be an integrated performance budget-cost accounting
plan.
As an example of the first problem area involving
some application of accounting, the Performance Budget
Panel’s installation program in the Public Works Division
required complete alignment of approximately thirty
work functions with nearly two hundred specific work
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| Title | Work measurement and performance budgeting criteria of organizational effectiveness: An evaluation and a scientific frame of reference - Page 201 |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 185 on the accounting system to provide them with the basic management data of all types on a continuing basis. It is important that this basic data be sufficient and amenable to arrangement and interpretation by the operating groups as well as by management. 4. Developing and installing a long range plan for gathering work measurement and performance budget data, and specifically manhour data, from the accounting reports, rather than by the computational methods now in use. The "predicting backward" methods of some operating personnel result in low utility and high unreliability of the data. Cost data, manhour data, and work performance data are but three aspects of the same management statistics problem, only one-third of which has been mechanized. It appears that all three types of data could be handled by the IBM equipment through existing reports with good results. The result would be an integrated performance budget-cost accounting plan. As an example of the first problem area involving some application of accounting, the Performance Budget Panel’s installation program in the Public Works Division required complete alignment of approximately thirty work functions with nearly two hundred specific work |
