The general aim of businesses is to make profit. Profit arises by producing and selling a product or service. Within this framework, output management can be summarized as the process of:<\/p>\n\n\n\n
For example:<\/p>\n\n\n\n
As can be seen, the purpose of all management activities is to reach some kind of output. This is the very foundation of business.<\/p>\n\n\n\n
In practice, output management is usually carried out in three different ways:<\/p>\n\n\n\n
Let\u2019s explore these through examples.<\/p>\n\n\n\n
Here, management activities emphasize the number of outputs<\/strong> and the speed at which they are produced<\/strong>.<\/p>\n\n\n\n Other parameters are often assumed to be irrelevant or implicitly considered by individuals. Don\u2019t dismiss this as too shallow a management approach \u2014 if you\u2019ve ever asked \u201cHow long will this take?\u201d, you\u2019ve already leaned toward this mindset.<\/p>\n\n\n\n This approach is more advanced, because it doesn\u2019t stop at counting and measuring speed \u2014 it also considers quality and details<\/strong>.<\/p>\n\n\n\n This is the focus of ISO and similar institutions\u2019 quality and product management standards.<\/p>\n\n\n\n Examples:<\/p>\n\n\n\n Most medium- and large-scale firms already manage outputs at least this way. In fact, without considering quality, companies struggle to grow and scale sustainably.<\/p>\n\n\n\n This approach not only considers the present but also attempts to anticipate, plan, and shape the future<\/strong>.<\/p>\n\n\n\n Examples:<\/p>\n\n\n\n Very few companies manage outputs this way, because it requires not just output management, but also results and impact management<\/strong>.<\/p>\n\n\n\n To address these challenges conceptually, the OECD (2002)<\/strong> defined:<\/p>\n\n\n\n Examples:<\/p>\n\n\n\n For a parcel locker manufacturer:<\/strong><\/p>\n\n\n\n For a programming training institution:<\/strong><\/p>\n\n\n\n From this perspective, many managers already implicitly operate at these levels. Senior managers are often expected to manage at the impact<\/strong> level. Is that correct? Both yes and no.<\/p>\n\n\n\n The manager\u2019s basic responsibility is first to define the intended impacts<\/strong>. Every activity will naturally generate expected and unexpected effects. But defining expected impacts clarifies the organization\u2019s intentions, and these intentions must be communicated downward.<\/p>\n\n\n\n Example: Once impacts are defined, outcomes<\/strong> must also be specified. Otherwise, nuances in the manager\u2019s intent may be lost further down.<\/p>\n\n\n\n Another example: An ambitious entrepreneur tells their team to design an electric car. The team delivers a well-made electric car, but they used off-the-shelf drivetrain components, with no engineering innovation. Yet the entrepreneur actually wanted R&D in those areas to leapfrog competitors in the next model. If outcomes and impacts had been clearly shared, the team would have known \u2014 or at least could have warned about costs, leading to a more feasible plan.<\/p>\n\n\n\n To avoid being limited to short-term quantity\/quality:<\/p>\n\n\n\n The manager or management team must clearly articulate these. This way, outputs will align with the intended vision. If instead you just say \u201cI\u2019m the boss; I say build an electric car, the team will figure it out\u201d<\/em> \u2014 good luck!<\/p>\n\n\n\n One last example to emphasize the importance:<\/p>\n\n\n\n Instead:<\/p>\n\n\n\n What is Output Management? The general aim of businesses is to make profit. Profit arises by producing and selling a product or service. Within this framework, output management…<\/p>\n","protected":false},"author":1,"featured_media":485,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[5],"tags":[43,46,49,72,83],"class_list":["post-1233","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-girisimcilik","tag-cikti","tag-etki","tag-girisimcilik","tag-sonuc","tag-yonetim"],"_links":{"self":[{"href":"http:\/\/18.193.70.38\/index.php?rest_route=\/wp\/v2\/posts\/1233","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/18.193.70.38\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/18.193.70.38\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/18.193.70.38\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"http:\/\/18.193.70.38\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=1233"}],"version-history":[{"count":1,"href":"http:\/\/18.193.70.38\/index.php?rest_route=\/wp\/v2\/posts\/1233\/revisions"}],"predecessor-version":[{"id":1234,"href":"http:\/\/18.193.70.38\/index.php?rest_route=\/wp\/v2\/posts\/1233\/revisions\/1234"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/18.193.70.38\/index.php?rest_route=\/wp\/v2\/media\/485"}],"wp:attachment":[{"href":"http:\/\/18.193.70.38\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1233"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/18.193.70.38\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=1233"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/18.193.70.38\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=1233"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}\n
\n\n\n\n2. Focusing on Quantity and Quality<\/h3>\n\n\n\n
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\n\n\n\n3. Focusing on Quantity, Quality, and Future Impact<\/h3>\n\n\n\n
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\n\n\n\nA More Advanced Method<\/h3>\n\n\n\n
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You said, \u201cDesign me an apple.\u201d<\/em> The team delivered a seedless apple. But you sell seed oil! You should have specified that the expected impact of the apple project was to support your seed oil business. Instead of directly describing outputs, it\u2019s better to start with medium\/long-term expected impacts and then communicate them.<\/p>\n\n\n\n
\n\n\n\nTo Manage Outputs Effectively<\/h3>\n\n\n\n
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\n\n\n\nConclusion<\/h3>\n\n\n\n
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