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"Companies can gain a real competitive advantage from managing their performance effectively. This book is bristling with ideas, tools and practical examples of how your business can manage performance better." Mark Baker, Head of Risk and Assurance for Pentland Brands "Mike & Pippa Bourne have really covered the field with this book - from the practical tools to the conceptual approaches. A thoughtful but highly practical approach to corporate performance measurement and management." Paul Woodward, CEO Sue Ryder - Former CEO Schering UK "The theory of corporate performance management is not…mehr
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- Produktdetails
- Verlag: John Wiley & Sons
- Seitenzahl: 280
- Erscheinungstermin: 7. September 2011
- Englisch
- ISBN-13: 9781119953470
- Artikelnr.: 37341134
- Verlag: John Wiley & Sons
- Seitenzahl: 280
- Erscheinungstermin: 7. September 2011
- Englisch
- ISBN-13: 9781119953470
- Artikelnr.: 37341134
Role of Measurement 1 1.1 Introduction 1 1.2 What is good performance? 1
1.3 Whose perspective? 1 1.4 Making comparisons 2 1.5 Present success and
future sustainability 3 1.6 How is performance delivered? 3 1.7 The roles
of a performance measurement system 5 1.8 The focus of measurement 7 1.9
The role of management and leadership 9 1.10 In summary 10 Further reading
10 2. Practical Tools for Measuring Performance 13 2.1 Introduction 13 2.2
Elements of a performance measurement system 13 2.3 The Balanced Scorecard
15 2.4 The Performance Prism 19 2.5 Objectives and success maps 20 2.6
Designing measures 24 2.7 Summary 30 Further reading 31 3. Designing the
System 33 3.1 Introduction 33 3.2 A four phase life cycle 33 3.3 Design 34
3.4 How is this done in practice? 34 3.5 The debate 35 3.6 Developing the
success map 37 3.7 Developing the measures 39 3.8 The next stage 40 Further
reading 40 4. Managing Implementation 41 4.1 Introduction 41 4.2 Phases of
implementation 41 4.3 Why does implementation succeed or fail? 41 4.4
Hurdles and blockers 45 4.5 Steps to successful implementation 46 4.6
Conclusion 48 Further reading 48 5. Assessing and Managing Change 51 5.1
Introduction 51 5.2 Change in context 51 5.3 Assessing resistance to change
53 5.4 Return on management 54 5.5 Assessing likelihood of implementation
55 5.6 Conclusion 58 Further reading 58 6. Target Setting 59 6.1
Introduction 59 6.2 Why do you set targets? 59 6.3 Ten common problems 60
6.4 The target setting wheel 62 6.5 Closing remark 65 Further reading 65 7.
Linking Rewards to Performance 67 7.1 Introduction 67 7.2 Pitfalls 67 7.3
Linking rewards to performance 71 7.4 Examples 75 7.5 Summary 78 Further
reading 78 8. Managing with Measures - Statistical Process Control 81 8.1
Introduction 81 8.2 Variation and our reaction 81 8.3 Statistical process
control 83 8.4 Performance and performance improvement 91 Further reading
92 9. Using Measures - Performance Reviews 93 9.1 Introduction 93 9.2 The
Performance planning value chain 93 9.3 Performance reviews 99 Further
reading 104 10. Using Measures to Manage - Challenging Strategy 105 10.1
Introduction 105 10.2 Company examples 105 10.3 Testing success maps in
practice 109 10.4 Testing in theory and practice 113 10.5 Behavioural
issues 117 10.6 Conclusion 118 Further reading 118 11. Keeping Your
Measurement Process up to Date 119 11.1 Introduction 119 11.2 Keeping the
process up to date 119 11.3 When do you update targets? 119 11.4 Revising
measures 122 11.5 Reviewing the measures in line with your success map 123
11.6 Reflecting on your strategy 124 11.7 Challenging strategy 125 11.8
Overcoming barriers to updating your system 126 11.9 Summary 133 Further
reading 133 12. Measuring Performance of People 135 12.1 Introduction 135
12.2 Essential elements for high performance 135 12.3 Measuring employee
satisfaction and engagement 136 12.4 Performance appraisals 141 12.5 HR
performance measures 145 12.6 Acting on results 147 Further reading and
sources of information 147 13. Measuring Customers 149 13.1 Introduction
149 13.2 What are you measuring? 149 13.3 Using customer feedback 157 13.4
Summary 160 Further reading 161 14. Measuring Process Performance 163 14.1
Introduction 163 14.2 A process framework 163 14.3 Process measurement 164
14.4 Key process measures 165 14.5 Summary 169 Further reading 169 15.
Measuring Competence and Resource Development 171 15.1 Introduction 171
15.2 Defi ning terms 171 15.3 Why measure resource and competence
development? 172 15.4 A framework for displaying the relationship between
resources and competences 176 15.5 Conclusion 183 Further reading 184 16.
Measuring Financial Performance 185 16.1 Introduction 185 16.2 A
shareholder perspective 186 16.3 Key shareholder ratios 189 16.4 Accounting
ratios 191 16.5 Management ratios 194 16.6 Conclusion 196 Further reading
196 17. Measuring Sustainability 197 17.1 Introduction 197 17.2 What are
'sustainability' and 'corporate responsibility'? 197 17.3 What are the
benefits? 199 17.4 Building sustainability into your business 201 17.5
Conclusion 206 Further reading and sources of information 206 18. Creating
a Culture of High Performance 209 18.1 Introduction 209 18.2 Creating the
right environment 209 18.3 Creating the right culture 210 18.4 Recruiting
the right people 212 18.5 What motivates? 214 18.6 Dealing with
underperformers 215 18.7 Understanding your influence 216 18.8 Direction
setting and engagement 217 18.9 Communication 218 18.10 Conclusion 219
Further reading 219 19. Leadership Vignettes 221 19.1 Introduction 221 19.2
Paul Woodward - Chief Executive, Sue Ryder Care 221 19.3 PY Gerbeau - Chief
Executive, X-Leisure 223 19.4 Richard Boot OBE - IRC Global Executive
Search Partners 225 19.5 David Child 227 19.6 Baroness Sally Greengross 229
19.7 Charles Carter 231 19.8 Nigel Bond - CEO, Domino Printing Sciences 232
19.9 Mark Lever - CEO, National Autistic Society 236 19.10 Mike Ophield 239
19.11 Andy Wood - Chief Executive, Adnams plc 242 20. Bringing It All
Together 245 20.1 Introduction 245 20.2 Performance measurement 245 20.3
Performance management 246 20.4 Performance leadership 248 Further reading
251 Index 253
Role of Measurement 1 1.1 Introduction 1 1.2 What is good performance? 1
1.3 Whose perspective? 1 1.4 Making comparisons 2 1.5 Present success and
future sustainability 3 1.6 How is performance delivered? 3 1.7 The roles
of a performance measurement system 5 1.8 The focus of measurement 7 1.9
The role of management and leadership 9 1.10 In summary 10 Further reading
10 2. Practical Tools for Measuring Performance 13 2.1 Introduction 13 2.2
Elements of a performance measurement system 13 2.3 The Balanced Scorecard
15 2.4 The Performance Prism 19 2.5 Objectives and success maps 20 2.6
Designing measures 24 2.7 Summary 30 Further reading 31 3. Designing the
System 33 3.1 Introduction 33 3.2 A four phase life cycle 33 3.3 Design 34
3.4 How is this done in practice? 34 3.5 The debate 35 3.6 Developing the
success map 37 3.7 Developing the measures 39 3.8 The next stage 40 Further
reading 40 4. Managing Implementation 41 4.1 Introduction 41 4.2 Phases of
implementation 41 4.3 Why does implementation succeed or fail? 41 4.4
Hurdles and blockers 45 4.5 Steps to successful implementation 46 4.6
Conclusion 48 Further reading 48 5. Assessing and Managing Change 51 5.1
Introduction 51 5.2 Change in context 51 5.3 Assessing resistance to change
53 5.4 Return on management 54 5.5 Assessing likelihood of implementation
55 5.6 Conclusion 58 Further reading 58 6. Target Setting 59 6.1
Introduction 59 6.2 Why do you set targets? 59 6.3 Ten common problems 60
6.4 The target setting wheel 62 6.5 Closing remark 65 Further reading 65 7.
Linking Rewards to Performance 67 7.1 Introduction 67 7.2 Pitfalls 67 7.3
Linking rewards to performance 71 7.4 Examples 75 7.5 Summary 78 Further
reading 78 8. Managing with Measures - Statistical Process Control 81 8.1
Introduction 81 8.2 Variation and our reaction 81 8.3 Statistical process
control 83 8.4 Performance and performance improvement 91 Further reading
92 9. Using Measures - Performance Reviews 93 9.1 Introduction 93 9.2 The
Performance planning value chain 93 9.3 Performance reviews 99 Further
reading 104 10. Using Measures to Manage - Challenging Strategy 105 10.1
Introduction 105 10.2 Company examples 105 10.3 Testing success maps in
practice 109 10.4 Testing in theory and practice 113 10.5 Behavioural
issues 117 10.6 Conclusion 118 Further reading 118 11. Keeping Your
Measurement Process up to Date 119 11.1 Introduction 119 11.2 Keeping the
process up to date 119 11.3 When do you update targets? 119 11.4 Revising
measures 122 11.5 Reviewing the measures in line with your success map 123
11.6 Reflecting on your strategy 124 11.7 Challenging strategy 125 11.8
Overcoming barriers to updating your system 126 11.9 Summary 133 Further
reading 133 12. Measuring Performance of People 135 12.1 Introduction 135
12.2 Essential elements for high performance 135 12.3 Measuring employee
satisfaction and engagement 136 12.4 Performance appraisals 141 12.5 HR
performance measures 145 12.6 Acting on results 147 Further reading and
sources of information 147 13. Measuring Customers 149 13.1 Introduction
149 13.2 What are you measuring? 149 13.3 Using customer feedback 157 13.4
Summary 160 Further reading 161 14. Measuring Process Performance 163 14.1
Introduction 163 14.2 A process framework 163 14.3 Process measurement 164
14.4 Key process measures 165 14.5 Summary 169 Further reading 169 15.
Measuring Competence and Resource Development 171 15.1 Introduction 171
15.2 Defi ning terms 171 15.3 Why measure resource and competence
development? 172 15.4 A framework for displaying the relationship between
resources and competences 176 15.5 Conclusion 183 Further reading 184 16.
Measuring Financial Performance 185 16.1 Introduction 185 16.2 A
shareholder perspective 186 16.3 Key shareholder ratios 189 16.4 Accounting
ratios 191 16.5 Management ratios 194 16.6 Conclusion 196 Further reading
196 17. Measuring Sustainability 197 17.1 Introduction 197 17.2 What are
'sustainability' and 'corporate responsibility'? 197 17.3 What are the
benefits? 199 17.4 Building sustainability into your business 201 17.5
Conclusion 206 Further reading and sources of information 206 18. Creating
a Culture of High Performance 209 18.1 Introduction 209 18.2 Creating the
right environment 209 18.3 Creating the right culture 210 18.4 Recruiting
the right people 212 18.5 What motivates? 214 18.6 Dealing with
underperformers 215 18.7 Understanding your influence 216 18.8 Direction
setting and engagement 217 18.9 Communication 218 18.10 Conclusion 219
Further reading 219 19. Leadership Vignettes 221 19.1 Introduction 221 19.2
Paul Woodward - Chief Executive, Sue Ryder Care 221 19.3 PY Gerbeau - Chief
Executive, X-Leisure 223 19.4 Richard Boot OBE - IRC Global Executive
Search Partners 225 19.5 David Child 227 19.6 Baroness Sally Greengross 229
19.7 Charles Carter 231 19.8 Nigel Bond - CEO, Domino Printing Sciences 232
19.9 Mark Lever - CEO, National Autistic Society 236 19.10 Mike Ophield 239
19.11 Andy Wood - Chief Executive, Adnams plc 242 20. Bringing It All
Together 245 20.1 Introduction 245 20.2 Performance measurement 245 20.3
Performance management 246 20.4 Performance leadership 248 Further reading
251 Index 253