Quest For Balance

Author: André De Waal
Publisher: Wiley
ISBN:
Size: 45.96 MB
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Praise for QUEST FOR BALANC "André de Waal has produced a rigorous study of the behavioral and organizational factors that influence implementation success for new performance management systems. It is an important addition to the literature for its focus on recognizing and overcoming the barriers to introducing new management systems." Robert S. Kaplan P>"When management is about getting things done through people, performance management is about monitoring the results of these actions. André de Waal clearly demonstrates that, with respect to the design and use of performance management systems, human behavior and organization culture are as important as the framework itself." Arend R. de Jong BR>P>"This book provides excellent insight into the behavioral aspects involved in applying performance management. Through in-depth research André de Waal has uncovered those human elements that, when focused on by organizations, will help them improve the use of their performance management system." David C. M. Hamill BR>P>"André de Waal’s book–Quest for Balance–makes fascinating reading. He tackles one of the crucial issues facing many organizations today–how to make measurement work–and offers some valuable insights." Professor Andy Neely P>"Dramatic improvements can be made through linking activity-based costing to performance management. But reaping this harvest requires the human element to change. De Waal’s Quest for Balance provides real company insights on what it takes to be successful. It should be a key part of your implementation efforts." Steve Player BR> The Player Grou

Strategic Performance Management

Author: Andre De Waal
Publisher: Macmillan International Higher Education
ISBN: 1137349182
Size: 62.20 MB
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Strategic Performance Management brings together the fields of strategic management, strategic management accounting and organizational behaviour, to analyse and improve the link between organizational strategy, systems of planning and control, and performance-driven behaviour. By assessing market conditions and customer expectations, and linking them to a solid operating plan, an organization can focus its resources on activities that produce the greatest return on investment. Strategic Performance Management teaches readers, whether business students or executives, how to avoid errors and counter ineffectiveness; it provides methods and techniques to implement strategic performance management and support organizations in their pursuit of more performance-driven behaviour and better performance. New to this edition: - New introductory chapter defining strategic performance management, its processes and its benefits - Revised chapter considering ICT architecture for strategic performance management systems - Revised and improved coverage of performance pay, strategic action plans, and barriers for implementing strategic performance management - Updated and revised case studies Strategic Performance Management is an ideal text for students on MBA programmes, or covering strategic performance management or management control on specialist postgraduate courses or final year undergraduate modules. It will also appeal to business executives keen to build a more successful, and more profitable, organization.

Strategic Performance Management

Author: Bernard Marr
Publisher: Routledge
ISBN: 1136362231
Size: 41.94 MB
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This book is about strategic performance management for the Twenty-First Century organization. In a practical step-by-step approach it navigates readers though the identification, measurement, and management of the strategic value drivers as enables of superior performance. Using many real life case examples this book outlines how organizations can visualize their value creation, design relevant and meaningful performance indicators to assess performance, and then use them to extract real management insights and improve everyday strategic decision making as well as organizational learning. A key focus of the book is the important issue of creating value from intangible assets. Much has been written about the importance of intangible assets such as knowledge, skills, relationships, culture, practices, routines, and intellectual property as levers for organisational success. However, little has been published that tells managers how to do that. This book moves beyond just raising awareness and provides practical tools and templates, gathered in many extensive case studies with world-leading organizations. The key issues the book addresses are: • How do we identify the strategic value drives, especially the intangibles, in our organisations? • How do we understand their strategic value using the powerful mapping tools? • How do we then measure the business performance? • How do we use performance indicators to improve decision making and organisational learning? • How do we align performance reviews and risk management with our strategy? Well grounded in theory and packed with case studies from around the world, this book will function as a guide for managers as well as a reference work for students and researchers. The tools described in this book are not only suitable for leading international corporations, but have been designed to be equally appropriate for not-for-profit organizations, central and local government institutions, small and medium sized businesses, and even departments and business units. The ideas, tools, and templates provided allow managers to apply them straight away and transform the way they manage strategic performance at all levels of their organization.

Strategy Mapping For Learning Organizations

Author: Phil Jones
Publisher: CRC Press
ISBN: 1317049268
Size: 14.29 MB
Format: PDF, ePub, Mobi
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How can we ensure our strategy will succeed, especially in changing and uncertain times? The answer, as explained in Strategy Mapping for Learning Organizations, is to become a more responsive organization - one that captures its strategy in strategy maps, learns from that strategy and can adapt to deliver results. For anyone involved in managing strategy and performance, applying the powerful strategy mapping techniques will move your balanced scorecard from an operational tool to one of strategy and change. It will help you capture, communicate and manage your strategy more effectively. However, strategy can no longer be simply a top down, annual process. It needs to be more iterative, emergent and involving. Many agile organizations have adopted rolling plans and budgets. To bring greater agility into the wider strategy and performance management processes requires the tools and techniques described in Strategy Mapping for Learning Organizations. Phil Jones provides a detailed guide to developing, rolling out and managing with modern strategy maps and scorecards, building in agility and learning. His book incorporates the latest strategic thinking and models. It places the balanced scorecard in a wider governance context that includes the management of risk and environmental and social responsibility. Fully illustrated with examples from many different organizations, this book will help you deliver your strategy better.

Organizational Assessment

Author: Charles Lusthaus
Publisher: IDRC
ISBN: 9780889369986
Size: 15.93 MB
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Organizational Assessment: A framework for improving performance

Balanced Scorecard Step By Step

Author: Paul R. Niven
Publisher: John Wiley and Sons
ISBN: 9780470893739
Size: 31.91 MB
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PRAISE FOR Balanced Scorecard Step-By-Step: MaximizingPerformance and Maintaining Results, Second Edition "As a practitioner and thought leader, Paul Niven is superblybridging the gulf between BSC theory and application throughhands-on experiences and real-world case studies. The book providesa practical road map, step-by-step, to plan, execute, and sustain awinning scorecard campaign. Easy to read . . . tells a powerfulstory with lessons learned/best practices from global customerimplementations. Must-read for anyone interested in BSC orgrappling with how to create a strategically alignedorganization." —Vik Torpunuri, President and CEO, e2e Analytix "In Balanced Scorecard Step-by-Step, Second Edition, PaulNiven provides an intuitive and incredibly effective blueprint fortransitioning strategic ambition to execution. Paul's pragmaticapproach provides leaders with a tool for managing a company'sjourney from strategic ideas to world-class performance. TheBalanced Scorecard is a masterful tool for guiding companiesthrough transformation, and I speak from personal experience when Isay Paul's blueprint works! It is the most effective guide I haveseen. Balanced Scorecard Step-by-Step will serve any leaderwell if their ambition is to efficiently engage their teams inachieving a set of strategic goals." —Allan A. MacDonald, Vice President, Sales and CustomerSolutions Bell Canada National Markets "Paul Niven has done it again!!! With this book, he has furtheroperationalized the enlightened Balanced Scorecard concept into afully functional system that optimizes business execution andperformance!" —Barton Johnson, President, Financial Freedom Senior FundingCorporation, The Reverse Mortgage Specialist

What Makes A High Performance Organization

Author: Andre A. De Waal
Publisher: Global Professional Pub
ISBN: 9781906403782
Size: 28.96 MB
Format: PDF, Mobi
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This book will show companies and managers how to achieve better financial results than their competitors over the next 5-10 years by transforming themselves into HPOs: High-Performance Organizations It has been extensively researched by the author, including: (a) review of 292 studies into business high performance and excellence (b) personal survey of close to 2500 organizations throughout the world (c) collection of numerous in-depth case studies of high performing companies representing nearly every continent As a result of all this research, the book’s author Dr. Andre A. de Waal has been able to develop and practice an HPO framework tool on 200 organizations since 2006, both profit and non-profit, even as his research goes on. His insightful conclusions from this work coupled with his intensive research will prove crucial for management decision-makers who seek to dramatically improve their companies. Why is this book is needed now? We are in a severe recession, though the economy has been picking up, growth will continue to be slow for many years to come. This book makes it possible for a company to accelerate its growth. Also, customers worldwide have been growing more demanding and vocal especially as complaints about an organization can now spread like wildfire on the Internet. Thus becoming an HPO ensures a company stays competitive and maintains high levels of customer satisfaction

High Commitment High Performance

Author: Michael Beer
Publisher: John Wiley & Sons
ISBN: 9780470486887
Size: 38.37 MB
Format: PDF, Mobi
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"In these economic times this book is more important than ever. A must-read for the leaders of today and tomorrow." Douglas R. Conant, president and chief executive officer, Campbell Soup Company Praise for High Commitment, High Performance "It is seldom that I read a book about leadership and get excited; this one did that to me. The author has found values and aspects of leadership that have worked well for long term execution of strategies. For Boards and CEOs, this is a great book." —Leif Johansson, president and chief executive officer, Volvo Group "Resilience promises to be the distinguishing characteristic of companies that will prosper from the current economic crisis. Mike Beer's new book is a compelling manual for success in this new economy." —Ravi Venkatesan, chairman, Microsoft India "A must read for leaders who want to develop an edge by building a resilient organization for competitive advantage. Beer's views and recommendations are based on extensive research." —Ram Charan, Ram Charan Associates and co-author of the bestselling book, Execution: The Discipline of Getting Things Done "With decades of teaching and research and close engagement with companies, Michael Beer has written a book that not only makes the case for building a high commitment organization, but also provides practical advice for doing it." —Jeffrey Pfeffer, professor, Stanford Business School and author, The Human Equation: Building Profits by Putting People First "Beer brings a multi-disciplinary perspective from his extensive experience in industry and academia to reveal how leaders of HCHP organizations break through internal barriers and manage multiple tensions in their quest for sustainable value-creation." —Robert Kaplan, professor, Harvard Business School and co-author, The Execution Premium and The Balanced Score Card "Mike Beer brings his wealth of research and experience to provide fresh insights to the enduring question of what makes companies succeed over the long run. I have utilized many of the principles successfully and recommend them to any corporate leader committed to building an outstanding organization." —Ed Ludwig, chairman and chief executive officer, Becton Dickinson

Performance Measurement And Control Systems For Implementing Strategy Text And Cases

Author: Robert Simons
Publisher:
ISBN: 9781292020938
Size: 47.58 MB
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For undergraduate Management Control Systems courses and other MBA Management Accounting and Control electives. This book represents an innovative new approach to management control systems, based on the latest research and practice. Using a carefully integrated structure, it shows how today's managers use both financial and non-financial controls to drive strategies of profitable growth in rapidly changing markets.

Hrm And Performance

Author: David E Guest
Publisher: John Wiley & Sons
ISBN: 1118482638
Size: 42.52 MB
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The link between HRM and performance has become an important policy issue at both a national and a corporate level. HRM and Performance draws on the knowledge and expertise of a number of leading international scholars in the field of HRM to provide a comprehensive overview of the current state of HRM and identify fruitful directions for theory, research and practice. A central question throughout is - what's next for HRM and what are the keys to the future of managing people and performance?