Performance management systems: design, diagnosis and use
Publication details: New York Springer 2014 Description: x, 215 pISBN: 9783642440045Subject(s): Performance--Management | Management information systems | Business planningDDC classification: 658.4013 Summary: This book presents an analysis and a critical discussion on performance management systems. It seeks to advance the current state of knowledge in the subject by introducing a holistic performance management system - the loosely coupled performance management system. This new system presents a framework to leverage the systemic relationships among already established performance management mechanisms. The author contends that loosely coupled performance management systems fulfill two different objectives, namely - they assure control and foster innovation. Such a comprehensive approach to management control provides managers of economic organizations with an overarching architecture for the design, diagnosis and effective use of performance management systems.Item type | Current library | Collection | Call number | Copy number | Status | Date due | Barcode |
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Book | Indian Institute of Management LRC General Stacks | Human Resource and Organization Behvaiour | 658.4013 DEM (Browse shelf(Opens below)) | 1 | Available | 000719 |
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658.4012 WIL Organizing for resilience: | 658.4012 WOM Lean thinking: banish waste and create wealth in your corporation | 658.4013 AND Continuous improvement: seek perfection, embrace scientific thinking, focus on process, assure quality at the source, and improve flow and pull | 658.4013 DEM Performance management systems: design, diagnosis and use | 658.4013 MOR Be data driven: | 658.402 DAF Understanding the theory and design of organization | 658.402 KAP Managing large teams: |
This book presents an analysis and a critical discussion on performance management systems. It seeks to advance the current state of knowledge in the subject by introducing a holistic performance management system - the loosely coupled performance management system. This new system presents a framework to leverage the systemic relationships among already established performance management mechanisms. The author contends that loosely coupled performance management systems fulfill two different objectives, namely - they assure control and foster innovation. Such a comprehensive approach to management control provides managers of economic organizations with an overarching architecture for the design, diagnosis and effective use of performance management systems.
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