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Total performance scorecard = redefining management to achieve performance with integrity /

紀錄類型:	書目-電子資源 : 單行本
正題名/作者:	Total performance scorecard/ Hubert K. Rampersad ; with a foreword by Dorothy A. Leonard.
其他題名:	redefining management to achieve performance with integrity /
作者:	Rampersad, Hubert K.
出版者:	Amsterdam ;Butterworth-Heinemann, : 2003.,
面頁冊數:	1 online resource (xx, 332 p.) :ill. :
標題:
ISBN:	9780750677141 (electronic bk.)

Total performance scorecard = redefining management to achieve performance with integrity /
Rampersad, Hubert K.

Total performance scorecardredefining management to achieve performance with integrity /[electronic resource] :Hubert K. Rampersad ; with a foreword by Dorothy A. Leonard. - Amsterdam ;Butterworth-Heinemann,2003. - 1 online resource (xx, 332 p.) :ill.

Preface; Introduction; Total Performance Scorecard; Formulating the Balanced Scorecard; Communicating and Linking the Balanced Scorecard; Improving; Developing; Reviewing and Learning; Teamwork; Organizing Continuous Improvement; Managing Change; Organizational Culture; Epilogue; Appendix I: Appraisal Forms Business Jet; Appendix II: 360?-- Feedback Business Jet; Appendix III: TPS-Quick Scans; References; Index.#

In the post-Enron climate corporate executives are increasingly pressured to increase productivity and create an ethical, trustworthy organizational climate. 'Total Performance Scorecard' introduces a concept of organizational improvement and change management that combines the Balanced Scorecard model with the learning organization theory. The TPS contains a personal balanced scorecard, which is tied to an organizational balanced scorecard. These scorecards reflect not only performance goals but personal learning and growth goals as well, and the organizational scorecards also address organizational climate issues. Continuous improvement, change management, 360 degree feedback, and the learning organization are theories that the TPS makes use of in a very straightforward way. If implemented, the TPS enables a company to tie personal goals to organizational goals and tie personal performance to organizational performance, all within a culture that supports integrity, personal growth, learning, and open communication. Nirvana! * Links the personal scorecard to the organizational scorecard in a clear, straightforward way * Addresses issues of personal ambition and growth within the context of corporate integrity and the learning organization * Ties in several popular management concepts in one overarching concept.

ISBN: 9780750677141 (electronic bk.)

Source: 97721:97723Elsevier Science & Technologyhttp://www.sciencedirect.comSubjects--Topical Terms:

72593

Index Terms--Genre/Form:

239592

LC Class. No.: HD62.15 / .R3598 2003

Dewey Class. No.: 658.4/013

Total performance scorecard = redefining management to achieve performance with integrity /
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505 0 $a Preface; Introduction; Total Performance Scorecard; Formulating the Balanced Scorecard; Communicating and Linking the Balanced Scorecard; Improving; Developing; Reviewing and Learning; Teamwork; Organizing Continuous Improvement; Managing Change; Organizational Culture; Epilogue; Appendix I: Appraisal Forms Business Jet; Appendix II: 360?-- Feedback Business Jet; Appendix III: TPS-Quick Scans; References; Index.#
520 $a In the post-Enron climate corporate executives are increasingly pressured to increase productivity and create an ethical, trustworthy organizational climate. 'Total Performance Scorecard' introduces a concept of organizational improvement and change management that combines the Balanced Scorecard model with the learning organization theory. The TPS contains a personal balanced scorecard, which is tied to an organizational balanced scorecard. These scorecards reflect not only performance goals but personal learning and growth goals as well, and the organizational scorecards also address organizational climate issues. Continuous improvement, change management, 360 degree feedback, and the learning organization are theories that the TPS makes use of in a very straightforward way. If implemented, the TPS enables a company to tie personal goals to organizational goals and tie personal performance to organizational performance, all within a culture that supports integrity, personal growth, learning, and open communication. Nirvana! * Links the personal scorecard to the organizational scorecard in a clear, straightforward way * Addresses issues of personal ambition and growth within the context of corporate integrity and the learning organization * Ties in several popular management concepts in one overarching concept.
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