000			03573nam a2200301Ia 4500
001			1094
008			230305s2012 xx 000 0 und d
020			_a9781422141953
040			_cTBS
041			_aeng
043			_aen_UK
100			_aHope, Jeremy _9321 _eAuthor
245		0	_aBeyond performance management _b : why, when, and how to use 40 tools and best practices for superior business performance _c/ Jeremy Hope and Steve Player
260			_aBoston, Massachusetts : _bHarvard Business School Publishing, _c2012
300			_a387 pages : illustrations (black and white) ; 24 cm
501			_aStrategic planning -- Mission statements -- Strategic planning -- Stretch goals -- Balanced scorecard -- Dynamic resource management -- Enterprise risk management -- Knowledge management -- Benchmarking -- Sustainability -- Shareholder and customer value -- Intangible assets -- Economic value added -- Key value drivers -- Revenue growth analysis -- Customer value proposition -- Customer relationship management -- Strategic and profitable customers -- Loyalty management -- Lean cost management -- Total quality management -- Activity based costing -- Business process reengineering -- Lean manufacturing -- Lean services -- Six Sigma -- Target costing -- Lean accounting -- Shared service centers -- Outsourcing and offshoring -- Investment (portfolio) management -- Expense management -- Performance measurement -- Enterprise resource planning systems -- Business intelligence -- Key performance indicators -- Rolling forecasts -- Business analytics -- Best practice reporting -- Open book management -- Performance evaluation -- Performance appraisals -- Recognition and rewards -- Executive compensation -- Profit sharing.
520			_aThere's a bewildering array of management tools out there. And they all promise to help you excel at the toughest parts of your job: defining your organization's strategic direction, managing customers and costs, and boosting workforce performance. But just 30 percent of these tools deliver as intended. Why? As Jeremy Hope and Steve Player reveal in Beyond Performance Management, while many tools are sound in theory, they're misused by most organizations. For example, executives buy and implement a tool without first asking, "What problem are we trying to solve?" And they use tools to command and control frontline teams, not empower them-a serious and costly mistake. In this eminently useful, clear-eyed book, the authors critically review dozens of well-known management tools-from mission statements, balanced scorecards, and rolling forecasts to key performance indicators, Six Sigma, and performance appraisals. They explain how to select the right tools for your organization, how to implement them correctly, and how to extract maximum value from each. Brimming with rigorous analysis and solid advice, Beyond Performance Management helps you swiftly gauge the value of each management tool, as well as navigate the increasingly crowded field of offerings-so the tools you select deliver fully on their promise.
590			_bPreview available on Google Books (link)
650		0	_a Organizational effectiveness _xMeasurement _921556
650		0	_aPerformance _xManagement _96129
650		0	_aTotal quality management _95069
700			_aPlayer, Steve _eAuthor _96241
856			_uhttp://books.google.es/books?id=Tr4U2wxgGL0C&printsec=frontcover&dq=beyond+performance+management&hl=ca&sa=X&ei=Fv-0UN28K4XE4gTTv4H4BA&ved=0CC8Q6AEwAA
902			_a548
905			_am
942			_a1 _2ddc
999			_c1099 _d1099