|Title||Performance management : integrating strategy execution, methodologies, risk and analytics / Gary Cokins|
|Imprint||Hoboken, N.J. : Wiley, 2009|
|Descript||xxxi, 240 p|
Part 1: Rule for ensuring poor performance -- Performance management : myth or reality? -- What will be the next new management breakthrough? -- The future : enterprise risk-based performance management -- Part 2: Performance management overview -- Why the high interest in performance management now? -- Human capital and workforce management : art or science? -- Tipping point for performance management -- An interview with a CEO you might want to work for -- Does "a word to the wise" mean ignore the dummies? -- Part 3: Performance management supports business intelligence and decision making -- How do business intelligence and performance management fit together? -- CEO's targeted financial return : a goal or a wish? -- Part 4: Implementing performance management -- First barrier to performance management : how do we get started? -- Where do you begin implementing performance management? -- The many rooms of the organization mansion -- Accountability and incentives for rewards : how disconnected are they? -- Why do you have to be a sociologist to implement performance management? -- Part 5: Strategy maps, the balanced scorecard, and dashboards -- The promise and perils of the balanced scorecard -- How are balanced scorecards and dashboards different? -- When performance management becomes surgery -- Part 6: Financial performance management -- Do accountants lead or mislead? -- Confusion with managerial accounting -- What is broken about buegeting? -- Put your money where your strategy is -- Part 7: Customer value management -- From working for the boss to working for the customer -- How profitable to us is each customer today - and tomorrow? -- Optimizing customer lifetime economic value -- Part 8: Performance management and shareholder wealth creation -- Can performance management accomplish what einstein could not? -- Why do capital market organizations underachieve their planned ROI? -- Will private equity funds turbocharge applying performance management? -- Part 9: Environmental performance management -- Social and environmental performance management -- How is a chief financial officer affected by the sustainability movement? -- Part 10: conclusion -- Christmas gift letter to Santa Claus -- Performance management from future diaries -- A dear-CEO advice column you might want read -- from nag to wag : why performance management now?
|Sasin Library||658.4013 C682P 2009||CHECK SHELVES|
|Chula Business School Library||658.4013 C682P 2009||CHECK SHELVES|
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