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Praise for Performance Management " We are witnessing a convergence among advanced management concepts and practices. Performance management is a means to pull it all together, to understand the strengths and limitations of each management practice and leverage it for competitive advantage. Cokins' book walks us through all this in a manner that makes something confusing much less so. " There is no one right answer for any situation. The answer lies in a balance of concepts and the integration of them. Performance Management is the glue that holds them all together. " This book helps the…mehr

Produktbeschreibung
Praise for Performance Management " We are witnessing a convergence among advanced management concepts and practices. Performance management is a means to pull it all together, to understand the strengths and limitations of each management practice and leverage it for competitive advantage. Cokins' book walks us through all this in a manner that makes something confusing much less so. " There is no one right answer for any situation. The answer lies in a balance of concepts and the integration of them. Performance Management is the glue that holds them all together. " This book helps the reader understand the breadth of PM. It's not just about measuring!" -- John F. Morrow, CPA, AICPA Vice President, The New Finance "Gary Cokins has articulated the '411' of performance management. His combination of personal anecdotes with fundamental cost and performance management theories provides business leaders at all levels, in any industry or profession, a solid resource for practicing their work. "This book is not only an invaluable resource for those new to performance management but provides guidance, wisdom, support, and insight to all industry leaders and managers. Cokins has organized and simplified the many complex performance management theories, associated tools, and infrastructure for the reader. "Buy it, read it, and give it to your colleagues-- then celebrate your successes!" -- Sue Swertfeger, Senior Manager, Owens & Minor
  • Produktdetails
  • Verlag: Wiley & Sons
  • Seitenzahl: 308
  • Erscheinungstermin: 15. März 2004
  • Englisch
  • Abmessung: 240mm x 161mm x 21mm
  • Gewicht: 539g
  • ISBN-13: 9780471576907
  • ISBN-10: 0471576905
  • Artikelnr.: 13938530
Autorenporträt
GARY COKINS is a strategist for SAS, the world's market leader in data management, business intelligence, and analytical software. He is an internationally recognizedexpert, speaker, and author on advanced cost management and performance improvement systems. Cokins has served on activity-based information committees with several organizations including: CAM-I, Institute of Management Accountants (IMA), American Production and Inventory Control Society (APICS), American Society for Quality (ASQ), Society of Manufacturing Engineers, American Institute of Certified Public Accountants (AICPA), Institute of Industrial Engineers, and Purchasing Management Association of Canada. He is the author of four previous books: An ABC Manager's Primer, Activity-Based Cost Management: Making It Work, Activity-Based Cost Management: An Executive's Guide (Wiley), and Activity-Based Cost Management in Government.
Inhaltsangabe
About the Author.About the Web Site.Preface.1. Why the Need for Performance Management as a System?PART ONE: Performance Management Process.2. Integrating a Suite of Proven Methodologies.3. Support from Fact-Based Data and Information Technology.PART TWO: Strategy Maps and Balanced Scorecards: The Link between Strategy and Successful Execution by Operations.4. Measurement Problems and Solutions.5. Strategy Maps and Scorecards as a Solution.6. Strategic Objectives' Drive Gears: Cascading Measures.7. A Recipe for Implementation.8. The Human Side of Collaboration.9. Fact-Based Management Accounting Data.10. Scorecards and Strategy Maps: Enablers for Performance Management.PART THREE: Leveraging Financial Analytical Facts and Truths.11. If Activity-Based Management Is the Answer, What Is the Question?12. Activity-Based Management Model Design and Principles: Key to Success.13. Operational (Local) Activity-Based Management for Continuous Improvement.14. Strategic Activity-Based Management for Customer and Channel Profitability Analysis.15. Predictive Costing, Predictive Accounting, and Budgeting.16. Activity-Based Management Supports Performance Management.PART FOUR: Integrating Performance Management with Core Solutions.17. Customer Intelligence and Customer Relationship Management.18. Supplier Intelligence: Managing Economic Profit across the Value Chain.19. Process Intelligence with Six Sigma Quality and Lean Thinking.20. Shareholder Intelligence: Return on Whose Investment?21. Employee Intelligence: Human Capital Management.PART FIVE: Performance Management, Business Intelligence, and Technology.22. Data Management and Mining with Performance Management.23. Final Thoughts: Linking Customers to Shareholders.Index.

About the Author. Preface. PART ONE: INTRODUCTION. 1 Rules for Ensuring Poor Performance. 2 Performance Management: Myth or Reality? 3 What Will Be the Next New Management Breakthrough? 4 The Future: Enterprise Risk
Based Performance Management. PART TWO: PERFORMANCE MANAGEMENT OVERVIEW. 5 Why the High Interest in Performance Management Now? 6 Human Capital and Workforce Management: Art or Science? 7 Tipping Point for Performance Management. 8 An Interview with a CEO You Might Want to Work For. 9 Does ''A Word to the Wise'' Mean Ignore the Dummies? PART THREE: PERFORMANCE MANAGEMENT SUPPORTS BUSINESS INTELLIGENCE AND DECISION MAKING. 10 How Do Business Intelligence and Performance Management Fit Together? 11 CEO's Targeted Financial Return: A Goal or a Wish? PART FOUR: IMPLEMENTING PERFORMANCE MANAGEMENT. 12 First Barrier to Performance Management: How Do We Get Started? 13 Where Do You Begin Implementing Performance Management? 14 The Many Rooms of the Organization Mansion. 15 Accountability and Incentives for Rewards: How Disconnected Are They? 16 Why Do You Have to Be a Sociologist to Implement Performance Management? PART FIVE: STRATEGY MAPS, THE BALANCED SCORECARD, AND DASHBOARDS. 17 The Promise and Perils of the Balanced Scorecard. 18 How Are Balanced Scorecards and Dashboards Different? 19 When Performance Management Becomes Surgery. PART SIX: FINANCIAL PERFORMANCE MANAGEMENT. 20 Do Accountants Lead or Mislead? 21 Confusion with Managerial Accounting. 22 What Is Broken about Budgeting? 23 Put Your Money Where Your Strategy Is. PART SEVEN: CUSTOMER VALUE MANAGEMENT. 24 From Working for the Boss to Working for the Customer. 25 How Profitable to Us Is Each Customer Today
and Tomorrow? 26 Optimizing Customer Lifetime Economic Value. PART EIGHT: PERFORMANCE MANAGEMENT AND SHAREHOLDER WEALTH CREATION. 27 Can Performance Management Accomplish What Einstein Could Not? 28 Why Do Capital Market Organizations Underachieve Their Planned ROI? 29 Will Private Equity Funds Turbocharge Applying Performance Management? PART NINE: ENVIRONMENTAL PERFORMANCE MANAGEMENT. 30 Social and Environmental Performance Management. 31 How Is a Chief Financial Officer Affected by the Sustainability Movement? PART TEN: CONCLUSION. 32 Christmas Gift Letter to Santa Claus. 33 Performance Management from Future Diaries. 34 A Dear
CEO Advice Column You Might Want to Read. 35 From Nag to Wag: Why Performance Management Now? Index.