{"product_id":"performance-management-9780470449981","title":"Performance Management","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cb\u003ePraise for \u003ci\u003ePraise for Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics\u003c\/i\u003e\u003c\/b\u003e  \u003cp\u003eA highly accessible collection of essays on contemporary thinking in performance management. Readers will get excellent overviews on the Balanced Scorecard, strategy maps, incentives, management accounting, activity-based costing, customer lifetime value, and sustainable shareholder value creation.\u003cbr\u003e \u003cb\u003eRobert S. Kaplan\u003c\/b\u003e, Harvard Business School; coauthor of \u003ci\u003eThe Balanced Scorecard: Translating Strategy into Action, The Execution Premium\u003c\/i\u003e, and many other books\u003c\/p\u003e \u003cp\u003eGary Cokins demonstrates in this book that performance management is not a mysterious black art, but a structured, process-oriented discipline. If you want your performance management system to be a smoothly running analytical machine, read and apply the ideas in this bookit''s all you need.\u003cbr\u003e \u003cb\u003eThomas H. Davenport\u003c\/b\u003e, President''s Distinguished Professor of Information Techno\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eAbout the Author.  \u003c\/p\u003e\u003cp\u003ePreface.\u003c\/p\u003e \u003cp\u003ePART ONE: INTRODUCTION.\u003c\/p\u003e \u003cp\u003e1 Rules for Ensuring Poor Performance.\u003c\/p\u003e \u003cp\u003e2 Performance Management: Myth or Reality?\u003c\/p\u003e \u003cp\u003e3 What Will Be the Next New Management Breakthrough?\u003c\/p\u003e \u003cp\u003e4 The Future: Enterprise Risk-Based Performance Management.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART TWO: PERFORMANCE MANAGEMENT OVERVIEW.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e5 Why the High Interest in Performance Management Now?\u003c\/p\u003e \u003cp\u003e6 Human Capital and Workforce Management: Art or Science?\u003c\/p\u003e \u003cp\u003e7 Tipping Point for Performance Management.\u003c\/p\u003e \u003cp\u003e8 An Interview with a CEO You Might Want to Work For.\u003c\/p\u003e \u003cp\u003e9 Does ‘‘A Word to the Wise’’ Mean Ignore the Dummies?\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART THREE: PERFORMANCE MANAGEMENT SUPPORTS BUSINESS INTELLIGENCE AND DECISION MAKING.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e10 How Do Business Intelligence and Performance Management Fit Together?\u003c\/p\u003e \u003cp\u003e11 CEO’s Targeted Financial Return: A Goal or a Wish?\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART FOUR: IMPLEMENTING PERFORMANCE MANAGEMENT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e12 First Barrier to Performance Management: How Do We Get Started?\u003c\/p\u003e \u003cp\u003e13 Where Do You Begin Implementing Performance Management?\u003c\/p\u003e \u003cp\u003e14 The Many Rooms of the Organization Mansion.\u003c\/p\u003e \u003cp\u003e15 Accountability and Incentives for Rewards: How Disconnected Are They?\u003c\/p\u003e \u003cp\u003e16 Why Do You Have to Be a Sociologist to Implement Performance Management?\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART FIVE: STRATEGY MAPS, THE BALANCED SCORECARD, AND DASHBOARDS.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e17 The Promise and Perils of the Balanced Scorecard.\u003c\/p\u003e \u003cp\u003e18 How Are Balanced Scorecards and Dashboards Different?\u003c\/p\u003e \u003cp\u003e19 When Performance Management Becomes Surgery.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART SIX: FINANCIAL PERFORMANCE MANAGEMENT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e20 Do Accountants Lead or Mislead?\u003c\/p\u003e \u003cp\u003e21 Confusion with Managerial Accounting.\u003c\/p\u003e \u003cp\u003e22 What Is Broken about Budgeting?\u003c\/p\u003e \u003cp\u003e23 Put Your Money Where Your Strategy Is.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART SEVEN: CUSTOMER VALUE MANAGEMENT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e24 From Working for the Boss to Working for the Customer.\u003c\/p\u003e \u003cp\u003e25 How Profitable to Us Is Each Customer Today—and Tomorrow?\u003c\/p\u003e \u003cp\u003e26 Optimizing Customer Lifetime Economic Value.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART EIGHT: PERFORMANCE MANAGEMENT AND SHAREHOLDER WEALTH CREATION.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e27 Can Performance Management Accomplish What Einstein Could Not?\u003c\/p\u003e \u003cp\u003e28 Why Do Capital Market Organizations Underachieve Their Planned ROI?\u003c\/p\u003e \u003cp\u003e29 Will Private Equity Funds Turbocharge Applying Performance Management?\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART NINE: ENVIRONMENTAL PERFORMANCE MANAGEMENT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e30 Social and Environmental Performance Management.\u003c\/p\u003e \u003cp\u003e31 How Is a Chief Financial Officer Affected by the Sustainability Movement?\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART TEN: CONCLUSION.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e32 Christmas Gift Letter to Santa Claus.\u003c\/p\u003e \u003cp\u003e33 Performance Management from Future Diaries.\u003c\/p\u003e \u003cp\u003e34 A Dear-CEO Advice Column You Might Want to Read.\u003c\/p\u003e \u003cp\u003e35 From Nag to Wag: Why Performance Management Now?\u003c\/p\u003e \u003cp\u003eIndex.\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49402335822167,"sku":"9780470449981","price":34.0,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780470449981.jpg?v=1730480100","url":"https:\/\/bookcurl.com\/products\/performance-management-9780470449981","provider":"Book Curl","version":"1.0","type":"link"}