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Handbook of Corporate Performance Management
By: Mike Bourne , Pippa BourneeBook Publisher: John Wiley & Sons
Imprint: Wiley
Format: Adobe Encrypted (DRM)
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A 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 for setting up and implementing a corporate performance management system. It covers the processes and approaches you need to make it work. Section two explains how you can use performance management to manage your business from tracking performance through the management review process to checking whether your strategy is still appropriate. Section three provides guidance for measuring specific key areas; financial performance, staff performance, customers, processes, competence and resource development, and sustainability. Section four is about bringing it all together. Case studies of individuals from widely differing organisations, who have all delivered great results, illustrate the importance of good leadership in creating a culture of high performance.
The Handbook of Corporate Performance Management is the essential guide to using performance measurement and management to get the best out of your business.
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| Title of Business & Economics eBook: Handbook of Corporate Performance Management | |
| Release Date: 09-07-2011 | |
| Publisher: Wiley |
This eBook download is available in the following formats:
| Parent title | Handbook of Corporate Performance... |
|---|---|
| Encrypted (DRM) | Yes |
| SKU | 9781119953470 |
| File size | 3351 |
| Security | n/a |
| Printing | Not allowed |
| Copying | Not allowed |
| Read aloud | No Sys requirements Download reader |
| Devices | Samsung Tablet, Apple Ipad & Iphone, Barnes & Noble Nook, Kobo eReader, Aluratek Libre, Iliad, Nokia, Blackberry, Hanlin |
| Note | Excellent navigation features are available via Adobe such as bookmarks and a quick access table of contents. Text search is easily accessible. An Adobe DRM-protected file is different than a pdf file in that it uses Adobe DRM (Digital Rights Management) technology, which authors and publishers use to protect their content from illegal online distribution and to set certain privileges such as restrictions on copying and printing. |
Handbook of Corporate Performance Management
Chapter One
Performance and the Role of Measurement
1.1 INTRODUCTION
In this chapter we will look at what good performance is and at the factors that combine to create good corporate performance. We will also set out what a good measurement process can do for your organisation, not only to help you track your progress but also to help you encourage and maintain better performance. You need to recognise that performance measurement is a tool to be used by management and we end this chapter by reflecting what good leaders need to do to ensure that the tool is used effectively in taking the organisation forward.
1.2 WHAT IS GOOD PERFORMANCE?
The answer to this question is simple – it is about achieving your objectives. Of course that is not the whole picture; it is far more complex than that. Objectives themselves do not remain constant; they usually change over time. The world moves on and if you do not keep reviewing what you are doing you will have a problem. How you achieve your objectives is also important – you may be successful in the short term at the expense of success in the longer term. Before launching into setting up a performance measurement system it is worth reflecting on the nature of good performance.
1.3 WHOSE PERSPECTIVE?
Any benchmark of business performance will depend on the definition of success for that business. In turn, the definition of success will depend on the view of particular groups of stakeholders.
Let us take an airline as an example. Someone going on holiday will
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