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Managing performance in turbulent times : analytics and insight /
Straightforward playbook for executing world-class strategy for tangible results Designed with three key ideas: leverage the tools that are working, simplify the model, and make the content readable for managers, Managing Performance in Turbulent Times is a road map for the modern strategy manager....
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken, N.J. :
Wiley,
©2012.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Barrows, Ed, |d 1967- |1 https://id.oclc.org/worldcat/entity/E39PCjJ7YRwWJgBdHGRGMhpFJC | |
| 245 | 1 | 0 | |a Managing performance in turbulent times : |b analytics and insight / |c Ed Barrows, Andy Neely. |
| 260 | |a Hoboken, N.J. : |b Wiley, |c ©2012. | ||
| 300 | |a 1 online resource (xxii, 277 pages) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
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| 504 | |a Includes bibliographical references and index. | ||
| 505 | 0 | |a Managing Performance in Turbulent Times: Analytics and Insight; Contents; Foreword; Preface; Acknowledgments; Part One: Turbulence and Performance Management Today; Chapter 1: Understanding Turbulence; The World Is More Turbulent Today; Understanding Turbulence; Effects of Turbulence on Organizations; What We're Seeing in Practice Today; Summary; Case Study: The Decline of the Handleman Company; Notes; Chapter 2: Performance Management Today; Performance Management-Still an Emerging Discipline; Shortcomings of Today's Performance Management Systems. | |
| 505 | 8 | |a Principles of Managing Performance in Turbulent TimesPerformance Management for Turbulent Environments: The PM4TE Process; Summary; Notes; Part Two: The Performance Management Core Process for Turbulent Environments; Chapter 3: Model Performance; Why Model Performance during Turbulent Times?; Benefits of Modeling Performance in the PM4TE Process; Steps to Modeling an Organization's Performance; Critical Success Factors; Summary; Case Study: Ricoh Corporation; Notes; Chapter 4: Manage Projects; Why Manage Projects during Turbulent Times?; State of the Art. | |
| 505 | 8 | |a Benefits of Managing Projects in the PM4TE ProcessSteps to Managing an Organization's Vital Projects; Critical Success Factors; Summary; Case Study: Hubbell Lighting, Inc.; Notes; Chapter 5: Measure Progress; Why Measure Progress during Turbulent Times?; State of the Art; Understanding Measurement Today; Performance Measurement Frameworks; Benefits of Measuring Progress in the PM4TE Process; Steps to Measuring Progress; Critical Success Factors; Summary; Case Study: British Airways; Notes; Chapter 6: Make Decisions; Why Make Decisions during Turbulent Times?; State of the Art. | |
| 505 | 8 | |a Benefits of Making Decisions in the PM4TE ProcessSteps to Making Decisions; Critical Success Factors; Summary; Case Study: 1st Marine Logistics Group, United States Marine Corps; Notes; Part Three: Performance Management for Turbulent Environments Model Enablers; Chapter 7: Strategic Intelligence; Why Strategic Intelligence Is a Model Enabler; Understanding Strategic Intelligence; Critical Success Factors; Summary; Case Study: Federal Bureau of Investigation; Notes; Chapter 8: Continuous Conversation; Why Continuous Conversation Is a Model Enabler; Understanding Continuous Conversation. | |
| 505 | 8 | |a Critical Success FactorsSummary; Case Study: Google; Notes; Chapter 9: Accelerated Learning; Why Accelerated Learning Is a Model Enabler; Understanding Accelerated Learning; Critical Success Factors; Summary; Case Study: Progress Software; Notes; Chapter 10: Organizational Alignment; Why Organizational Alignment Is a Model Enabler; Understanding Organizational Alignment; Critical Success Factors; Summary; Case Study: Altra Industrial Motion; Notes; Chapter 11: Engaged Leadership; Why Engaged Leadership Is a Model Enabler; Understanding Leadership Engagement; Critical Success Factors; Summary. | |
| 520 | |a Straightforward playbook for executing world-class strategy for tangible results Designed with three key ideas: leverage the tools that are working, simplify the model, and make the content readable for managers, Managing Performance in Turbulent Times is a road map for the modern strategy manager. Through their simplified execution process the authors-performance management experts-show executives how to get results and execute even in the most difficult conditions. Addresses importance of adaptability to change within today's business environmentExplores the e. | ||
| 546 | |a English. | ||
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| 650 | 0 | |a Organizational effectiveness. | |
| 650 | 0 | |a Performance |x Management. | |
| 650 | 0 | |a Performance technology |x Management. | |
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| 700 | 1 | |a Neely, A. D. |q (Andy D.) |1 https://id.oclc.org/worldcat/entity/E39PCjx4bvHkVtqVQrmrQB7tmm | |
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| 776 | 0 | 8 | |i Print version: |a Barrows, Ed, 1967- |t Managing performance in turbulent times. |d Hoboken, N.J. : Wiley, ©2012 |w (DLC) 2011029139 |
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