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(answered) – 1 Research-Based Critique Details: Susan Webber asserts that

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(answered) – 1 Research-Based Critique Details: Susan Webber asserts thatDescriptionSolution downloadThe Question1Research-Based CritiqueDetails:Susan Webber asserts that management is fixated on business metrics. Based on the conceptual foundations and current practices covered in the course and additional relevant academic and professional literature, develop a research-based critique of the Webber article.General Requirements:?Read “Management’s Great Addiction” by Webber. You may wish to structure your personal notes as an article review though these notes will not be submitted as part of this assignment.? Use APA style for their writing assignments.?This assignment requires that at least two additional scholarly research sources related to this topic, and at least one in-text citation from each source be included.Directions:Write a position paper of 1,250 -1,350 words that includes the following:1.A brief description of the development of business theories leading to Webber’s conclusions in the article.2.A research?based critique of the theory Webber proposes in the article and its relation to current business practices.3.A research?based discussion of how Webber’s theory can be refuted or be modified or extended for enhanced application to businessenfsictionIt’s time we recognizedthat we just can’tmeasure everything.By Susan Webberorporate America is obsessed with numbers. Analyst nieeting.s tbciis on earnings expectations, revenuegrowth, and margins rather thanbusiness fundamentals. PowerPointpresentations look naked if theylack charts and graphs to buttresstheir three-point message. Lofty corporate mission statements are oftentrurnped by pressure to “hit the targets.” Job applicants are advised tostress tangible achievements and,aboe all, to cjuantify them. And theultimate sign of a trend past its sellby date: a January 2006 BusinessWeek cover story. “Math Will RockYour World.”This love affair with figures increasingly looks like an addiction.Numbers ser’e to analyze, justify,and comniunicate. But they are,fundamentally, abstractions. WhenCnfiuti tC R O S ST H EB O A R DMAY/JUNE20064 3numbers begin to assume a realityof their own, independent of thereality they are meant to represent,it’s time for a reality check. Someare already frustrated with the trend:hi a recent McKinsey sur-ey of morethan a thousand public-companydirectors, most said they wanted tohear less about financial results andmore about things not so readilyquantified, such as strategy, risks,leadership development, organizational issues, and markets.Metrics presuppose that situations are orderly, predictable, andrational When that tenet collides\ ith situations that are chaotic, nonlinear, and subject to the force ofpersonalities, that faith?the beliefin the sanctity of numbers?oftentrumps seemingly irrefutable facts.At that point, the addiction beginsto have real-world consequences.Business managers must recognize the limitations of metrics. Mindyou, I’m not arguing that metricsand measurement are inherentlybad things. To note just one example, a well-structured performancemeasurement system is essential tothe ^’ell-being of large enterprises.Bui (.|uantitati’e measures can beand frequently are used naively. It’sall too easy to abdicate judginentto the output of a model or scorecard. .And even when we recognizethat certain measurements are in-complete, we often reflexively striveto make the model more elaborate, rather than exploring otherapproaches that might yield moreinsight.In an ideal world, a team of experts could draw up a roadmap forthe proper use of metrics?whatshould be measured and when,^’hat are the best wa

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