ABSTRACT
It might be tempting to suggest that good managers are intuitive, with natural skills for dealing with people and making decisions, using inspiration and flair. This romantic vision of management probably fits a few inspirational entrepreneurs. However, it is totally inappropriate for the large majority of good managers. All the principles of good management suggest that as well as personal skills, it is important to have, among other things, evidence to guide decisions. At the heart of this chapter, therefore, is the concept of good performance evidence. It is this evidence that will:
■ demonstrate whether or not strategies and objectives are being realized; ■ identify key financial changes and guide financial decision making; ■ demonstrate how customers are feeling about products or services and guide
marketing decisions; ■ identify the quality of service provision and guide human resource decisions.
