Total Performance Scorecard: Redefining Management to Achieve Performance with Integrity - Rilegato

Rampersad, Hubert

Rilegato

ISBN 10: 0750677147 ISBN 13: 9780750677141

Casa editrice: Routledge, 2003

Riassunto

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!

Su questo libro

Informazioni sull?autore

The William J. Abernathy Professor of Business Administration, Harvard Business School, Boston

Dalla quarta di copertina

Total Performance Scorecard
Redefining Management to Achieve Performance with Integrity

Dr. Hubert K. Rampersad

With a Foreword by Dorothy Leonard, The William J. Abernathy Professor of Business Administration, Harvard Business School


"Total Performance Scorecard is a thorough, systematic, and integrated approach to individual and organization success. It synthesizes and extends personal, leadership, and organization theories of change and success. It offers managers tools to do a complete physical for their organization and it offers individuals an encyclopedia of knowledge about personal success."
--Dave Ulrich, Professor of Business, University of Michigan, author of Results-Based Leadership, Why the Bottom Line Isn't, and GE Workout


"Hubert Rampersad takes the balanced scorecard and other management ideas and puts them in a framework of personal integrity. By unifying organizational change strategies with individual ethics he has written an outstanding synthesis which is addressed to the corporate challenges of managing in the 21st century."
--Paul Bracken, Professor of Management, Yale School of Management


"Hubert Rampersad has amassed and synthesized a huge amount of material... The book serves as a practical guide, in that there are numerous exercises and business illustrations."
--From the Foreword by Dorothy Leonard, The William J. Abernathy Professor of Business Administration, Harvard Business School, author of Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation and When Sparks Fly: Igniting Creativity in Groups


"There is often a disconnect between organizational goal-setting and the way individuals establish individual objectives and are reviewed. Total Performance Scorecard fills the gap with a complete system that unites individual and organizational performance scorecards, linking continuous improvement efforts with individual learning and development programs. If you are looking for a comprehensive toolkit for improving results in your company, this is the book to buy."
--Philip Anderson, Professor of Entrepreneurship, INSEAD Alumni Fund Chair in Entrepreneurship, Director, 3i Venturelab


Dr. Hubert K. Rampersad introduces a powerful new management concept in Total Performance Scorecard which:
* 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



In the post-Enron climate corporate executives are increasingly pressured to increase productivity and create an ethical, trustworthy organizational climate. Total Performance Scorecard (TPS) introduces a holistic, integrated 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 your 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.



About the Author
Hubert K. Rampersad, BS, MSc, PhD (1957) is an internationally respected and recognized consultant in the field of Organizational Behavior and Business Management. He is founder and CEO of Quality Management Consulting

Dettagli dell'edizione

• Editore: Routledge
• Data di pubblicazione: 2003
• Lingua: Inglese
• ISBN 10: 0750677147
• ISBN 13: 9780750677141
• Rilegatura: Copertina rigida
• Numero edizione: 1
• Numero di pagine: 352
• Contatto del produttore: non disponibile
• Persona responsabile: Yeepin GmbH; 492000000000; sunshine12232@outlook.com; ; Alleestr.11; Kaiserslautern; Rheinland-Pfalz; 67655; Germania