Book description
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.
Table of contents
- Cover
- Contents
- Title
- Copyright
- Preface
- Acknowledgements
- Introduction
-
Chapter 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
- Chapter 2: Practical Tools for Measuring Performance
- Chapter 3: Designing the System
- Chapter 4: Managing Implementation
- Chapter 5: Assessing and Managing Change
- Chapter 6: Target Setting
- Chapter 7: Linking Rewards to Performance
- Chapter 8: Managing with Measures – Statistical Process Control
- Chapter 9: Using Measures – Performance Reviews
- Chapter 10: Using Measures to Manage – Challenging Strategy
-
Chapter 11: 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
- Chapter 12: Measuring Performance of People
- Chapter 13: Measuring Customers
- Chapter 14: Measuring Process Performance
- Chapter 15: Measuring Competence and Resource Development
- Chapter 16: Measuring Financial Performance
- Chapter 17: Measuring Sustainability
- Chapter 18: Creating a Culture of High Performance
-
Chapter 19: Leadership Vignettes
- 19.1 Introduction
- 19.2 Paul Woodward – Chief Executive, Sue Ryder Care
- 19.3 PY Gerbeau – Chief Executive, X-Leisure
- 19.4 Richard Boot OBE – IRC Global Executive Search Partners
- 19.5 David Child
- 19.6 Baroness Sally Greengross
- 19.7 Charles Carter
- 19.8 Nigel Bond – CEO, Domino Printing Sciences
- 19.9 Mark Lever – CEO, National Autistic Society
- 19.10 Mike Ophield
- 19.11 Andy Wood – Chief Executive, Adnams PLC
- Chapter 20: Bringing It All Together
- Index
Product information
- Title: Handbook of Corporate Performance Management
- Author(s):
- Release date: October 2011
- Publisher(s): Wiley
- ISBN: 9780470669365
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