LEADER 05412nam 2200685Ia 450 001 9910821482103321 005 20240516062813.0 010 $a1-119-96038-X 010 $a1-283-27408-6 010 $a9786613274083 010 $a1-119-95347-2 035 $a(CKB)2550000000054445 035 $a(EBL)697590 035 $a(OCoLC)758386759 035 $a(SSID)ssj0000554834 035 $a(PQKBManifestationID)11308410 035 $a(PQKBTitleCode)TC0000554834 035 $a(PQKBWorkID)10517725 035 $a(PQKB)11447057 035 $a(MiAaPQ)EBC697590 035 $a(MiAaPQ)EBC4041291 035 $a(EXLCZ)992550000000054445 100 $a20110708d2011 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aHandbook of corporate performance management /$fMike Bourne, Pippa Bourne 205 $a1st ed. 210 $aChichester, West Sussex, UK ;$aHoboken, NJ $cWiley$d2011 215 $a1 online resource (278 p.) 300 $aDescription based upon print version of record. 311 $a1-119-28347-7 311 $a0-470-66936-5 320 $aIncludes bibliographical references and index. 327 $aHandbook of Corporate Performance Management; Contents; Preface; Acknowledgements; Introduction; 1. Performance and the Role of Measurement; 1.1: Introduction; 1.2: What is good performance?; 1.3: Whose perspective?; 1.4: Making comparisons; 1.5: Present success and future sustainability; 1.6: How is performance delivered?; 1.7: The roles of a performance measurement system; 1.8: The focus of measurement; 1.9: The role of management and leadership; 1.10: In summary; Further reading; 2. Practical Tools for Measuring Performance; 2.1: Introduction 327 $a2.2: Elements of a performance measurement system2.3: The Balanced Scorecard; 2.4: The Performance Prism; 2.5: Objectives and success maps; 2.6: Designing measures; 2.7: Summary; Further reading; 3. Designing the System; 3.1: Introduction; 3.2: A four phase life cycle; 3.3: Design; 3.4: How is this done in practice?; 3.5: The debate; 3.6: Developing the success map; 3.7: Developing the measures; 3.8: The next stage; Further reading; 4. Managing Implementation; 4.1: Introduction; 4.2: Phases of implementation; 4.3: Why does implementation succeed or fail?; 4.4: Hurdles and blockers 327 $a4.5: Steps to successful implementation4.6: Conclusion; Further reading; 5. Assessing and Managing Change; 5.1: Introduction; 5.2: Change in context; 5.3: Assessing resistance to change; 5.4: Return on management; 5.5: Assessing likelihood of implementation; 5.6: Conclusion; Further reading; 6. Target Setting; 6.1: Introduction; 6.2: Why do you set targets?; 6.3: Ten common problems; 6.4: The target setting wheel; 6.5: Closing remark; Further reading; 7. Linking Rewards to Performance; 7.1: Introduction; 7.2: Pitfalls; 7.3: Linking rewards to performance; 7.4: Examples; 7.5: Summary 327 $aFurther reading8. Managing with Measures - Statistical Process Control; 8.1: Introduction; 8.2: Variation and our reaction; 8.3: Statistical process control; 8.4: Performance and performance improvement; Further reading; 9. Using Measures - Performance Reviews; 9.1: Introduction; 9.2: The Performance planning value chain; 9.3: Performance reviews; Further reading; 10. Using Measures to Manage - Challenging Strategy; 10.1: Introduction; 10.2: Company examples; 10.3: Testing success maps in practice; 10.4: Testing in theory and practice; 10.5: Behavioural issues; 10.6: Conclusion 327 $aFurther reading11. Keeping Your Measurement Process up to Date; 11.1: Introduction; 11.2: Keeping the process up to date; 11.3: When do you update targets?; 11.4: Revising measures; 11.5: Reviewing the measures in line with your success map; 11.6: Reflecting on your strategy; 11.7: Challenging strategy; 11.8: Overcoming barriers to updating your system; 11.9: Summary; Further reading; 12. Measuring Performance of People; 12.1: Introduction; 12.2: Essential elements for high performance; 12.3: Measuring employee satisfaction and engagement; 12.4: Performance appraisals 327 $a12.5: HR performance measures 330 $aA corporate performance management system can transform your business - but only if it is designed and implemented in the right way. this book will provide you with the tools and approaches to help translate your strategy into action and make you aware of the pitfalls to be avoided. The Handbook of Corporate Performance Management takes a practical approach, offering guidance on what works, tools to use, and how leadership makes an essential contribution to success. THE BOOK IS BROADLY DIVIDED INTO FOUR SECTIONS:Section One Provides the essential toolkit f 606 $aPerformance$xManagement 606 $aPerformance$xMeasurement 606 $aOrganizational effectiveness$xMeasurement 615 0$aPerformance$xManagement. 615 0$aPerformance$xMeasurement. 615 0$aOrganizational effectiveness$xMeasurement. 676 $a658.4013 686 $aBUS050000$2bisacsh 700 $aBourne$b Mike$01636947 701 $aBourne$b Pippa$01705921 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910821482103321 996 $aHandbook of corporate performance management$94093010 997 $aUNINA