Performance management : finding the missing pieces (to close the intelligence gap) / Gary Cokins.

Por:

Cokins, Gary [autor]

Tipo de material: Texto

texto

Tipo de medio:

sin medio

Tipo de soporte:

volumen

ISBN:

0471576905

Tema(s):

Clasificación CDD:

658.4/012 22

Clasificación LoC:

HD 58 .9 C643 2004

Recursos en línea:

Tabla de contenido.

Contenidos:

Chapter 1. Why the Need for Performance Management as a System? -- Part One: Performance Management Process. -- Chapter 2. Integrating a Suite of Proven Methodologies. -- Chapter 3.Support from of Fact-Based Data and Information Technology. -- Part Two: Strategy Maps and Balanced Scorecards: Link between Strategy and Successful Execution by Operations. -- Chapter 4. Measurement Problems and Solutions. -- Chapter 5. Strategy Maps and Scorecards as a Solution. -- Chapter 6. Strategic Objectives Drive Gears: Cascading Measures. -- Chapter 7. Recipe for Implementation. -- Chapter 8. Human Side of Collaboration. -- Chapter 9. Fact-Based Management Accounting Data. -- Chapter 10. Scorecards and Strategy Maps: Enabler for Performance Manag ement. -- Part Three: Leveraging Financial Analytical Facts and Truths. -- Chapter 11. If Activity-Based Management Is the Answer, What Is the Question? -- Chapter 12. Activity-Based Management Model Design and Principles: Key to Success. -- Chapter 13.Operational (Local) Activity-Based Management for Continuous Improvement. -- Chapter 14. Strategic Activity-Based Management for Customer and Channel Profitability Analysis. -- Chapter 15. Predictive Costing, Predictive Accounting, and Budgeting. -- Chapter 16. Activity-Based Management Supports Performance Management. -- Part Four: Integrating Performance Management with Core Solutions. -- Chapter 17. Customer Intelligence and Customer Relationship Management. -- Chapter 18. Supplier Intelligence: Managing Economic Profit Across the Value Chain. -- Chapter 19. Process Intelligence with Six Sigma Quality and Lean Thinking. -- Chapter 20. Shareholder Intelligence: Return on Whose Investment? -- Chapter 21. Employee Intelligence: Human Capital Management. -- Part Five: Performance Management and Data Mining. -- Chapter 22. Data Management and Technology with Performance Management. -- Chapter 23. Final Thoughts: Linking Customers to Shareholders. --

Resumen: "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

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Existencias
Tipo de ítem	Biblioteca actual	Biblioteca de origen	Colección	Signatura topográfica	Copia número	Estado	Notas	Fecha de vencimiento	Código de barras	Reserva de ítems
Libros para consulta en sala	Biblioteca Antonio Enriquez Savignac	Biblioteca Antonio Enriquez Savignac	COLECCIÓN RESERVA	HD 58 .9 C643 2004 (Navegar estantería(Abre debajo))	Ejem.1	No para préstamo (Préstamo interno)	Negocios Internacionales		033570

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Previo	HD58.82 A7418 Sobre el Aprendizaje Organizacional /	HD 58 .9 B877 Business Performance Measurement and Management : New Contents, Themes and Challenges /	HD 58 .9 C1871 Systemic work with organizations : a new model for managers and change agents /	HD 58 .9 C643 2004 Performance management : finding the missing pieces (to close the intelligence gap) /	HD58.9 C7136e 2007 Estrategia corporativa : un enfoque basado en los recursos /	HD58.9 D56 Diseño y Efectividad Organizacional /	HD 58 .9 K64 Conscious business : how to build value through values /	Siguiente

Incluye referencias bibliográficas e índice.

Chapter 1. Why the Need for Performance Management as a System? --

Part One: Performance Management Process. --

Chapter 2. Integrating a Suite of Proven Methodologies. --
Chapter 3.Support from of Fact-Based Data and Information Technology. --

Part Two: Strategy Maps and Balanced Scorecards: Link between Strategy and Successful Execution by Operations. --
Chapter 4. Measurement Problems and Solutions. --
Chapter 5. Strategy Maps and Scorecards as a Solution. --
Chapter 6. Strategic Objectives Drive Gears: Cascading Measures. --
Chapter 7. Recipe for Implementation. --
Chapter 8. Human Side of Collaboration. --
Chapter 9. Fact-Based Management Accounting Data. --
Chapter 10. Scorecards and Strategy Maps: Enabler for Performance Manag ement. --

Part Three: Leveraging Financial Analytical Facts and Truths. --
Chapter 11. If Activity-Based Management Is the Answer, What Is the Question? --
Chapter 12. Activity-Based Management Model Design and Principles: Key to Success. --
Chapter 13.Operational (Local) Activity-Based Management for Continuous Improvement. --
Chapter 14. Strategic Activity-Based Management for Customer and Channel Profitability Analysis. --
Chapter 15. Predictive Costing, Predictive Accounting, and Budgeting. --
Chapter 16. Activity-Based Management Supports Performance Management. --

Part Four: Integrating Performance Management with Core Solutions. --
Chapter 17. Customer Intelligence and Customer Relationship Management. --
Chapter 18. Supplier Intelligence: Managing Economic Profit Across the Value Chain. --
Chapter 19. Process Intelligence with Six Sigma Quality and Lean Thinking. --
Chapter 20. Shareholder Intelligence: Return on Whose Investment? --
Chapter 21. Employee Intelligence: Human Capital Management. --

Part Five: Performance Management and Data Mining. --
Chapter 22. Data Management and Technology with Performance Management. --
Chapter 23. Final Thoughts: Linking Customers to Shareholders. --

"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

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