Thereas 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 organizationas 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, theyare misused by most organizations. For example, executives buy and implement a tool without first asking, aWhat problem are we trying to solve?a And they use tools to command and control frontline teams, not empower themaa serious and costly mistake. In this eminently useful, clear-eyed book, the authors critically review dozens of well-known management toolsafrom 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 offeringsaso the tools you select deliver fully on their promise.9 a Beware of processes that conform to standards but make customer service worse. ... One customer of a U.K. bank had paid her minimum balance on her credit card and gone to Australia for several ... At Toyota, there is an open avisual control systema that includes the famous andon cord that workers can pull (ita#39;s like aanbsp;...
|Title||:||Beyond Performance Management|
|Author||:||Jeremy Hope, Steve Player|
|Publisher||:||Harvard Business Press - 2013-12-30|