By assessing market conditions and customer expectations, and linking them to a solid operating plan, an organization can focus its resources on activities that produce the greatest return on investment. Strategic Performance Management teaches readers, whether business students or executives, how to avoid errors and counter ineffectiveness; it provides methods and techniques to implement strategic performance management and support organizations in their pursuit of more performance-driven behaviour and better performance.
New to this edition:
- New introductory chapter defining strategic performance management, its processes and its benefits
- Revised chapter considering ICT architecture for strategic performance management systems
- Revised and improved coverage of performance pay, strategic action plans, and barriers for implementing strategic performance management
- Updated and revised case studies
Strategic Performance Management is an ideal text for students on MBA programmes, or covering strategic performance management or management control on specialist postgraduate courses or final year undergraduate modules. It will also appeal to business executives keen to build a more successful, and more profitable, organization.
|Publisher:||Macmillan Education UK|
|Edition description:||2nd ed. 2013|
|Product dimensions:||6.10(w) x 9.10(h) x 1.00(d)|
About the Author
Table of Contents
PART I: INTRODUCING STRATEGIC PERFORMANCE MANAGEMENT.- 1. Introduction.- 2. Strategic Performance Management.- PART II: THE STRATEGIC PERFORMANCE MANAGEMENT DEVELOPMENT CYCLE.- Stage 1: Designing a Strategic Management Model.- 3. Responsibility Structure.- 4. Scenarios and Strategic Objectives.- 5. Strategic Action Plans.- Stage 2: Designing a Strategic Reporting Model.- 6. Critical Success Factors and Key Performance Indicators.- 7. The Balanced Scorecard.- 8. Exceptions, Actions, and Rolling for ePerformance Management in Developing Countries Casts.- 9. Performance Management ICT Architecture.- Stage 3: Desgning a Performance-driven Behavioural Model.- 10. Organizational Performance-driven Behaviour.- 11. Individual Performance-driven Behaviour.- 12. Strategic Alignment.- PART III: IMPLEMENTING STRATEGIC PERFORMANCE MANAGEMENT.- 13. Implementation.- PART IV: SPECIAL CONSIDERATIONS.- 14. Performance Management in the Public Sector.- 15. Performance Management in Developing Countries.
What People are Saying About This
Since the publication of the first edition 2007, much has happened in the world most notably the prolonged global economic recession and the financial crisis in many countries. However, we can be sure that effective business strategies will still be important for business success in the current economic environment and a key aspect of this is the existence of a system of strategic performance management .This book provides a comprehensive coverage of the subject for both the student and the practitioner. Also, the inclusion of dedicated chapters also makes it relevant to those working in the public sector and in developing countries.' - Professor Malcolm J Prowle, Professor of Business Performance, Nottingham Trent University and Visiting Professor in Accounting and Finance, Open University, UK
Praise for the first edition:
'The insights, examples, and evidence offered in Strategic Performance Mangement are invaluable for managers who are struggloing to help their companies compete in this era of extreme competition. In this text, De Waal has integrated relevant technical and behavioural materials and presented them in an easily accessible way.' - Dr Kenneth A Merchant, Deloitte & Touche LLP Chair of Accountancy, Marshall School of Business, University of Southern California, USA
'A worthy addition to our knowledge of strategy approaches. This new work by De Waal combines traditional approaches such as the formality of the planning cycle along with the more current focus on individual performance and its contribution to organisational success. All of this is suitably set within an operational environment that includes both the public and privte sectors.' - Bill Ryan, Lecturer in Accounting and Deputy Director, Distance Learning MBA, School of Managament, Royal Holloway, University of London, UK.
'This is a well-researched, yet accessible text that connects strategy formulation with the tools of strategy reporting, issues of organisational behaviour and key questions of implementation,. I liked the clear presentation and the use of case studies and exercises for reflective learning throughout.' - Professor Thomas Ahrens, Professor of Accounting, Warwick Business School, UK
'The author has managed to adopt an innovative approach which helps to enrich the arguments and the reasoning, and he has brought up a good and extensive academic literature on strategy and planning issues to support the development of his models and enhance the discussion. The book is very welll supported with many charts, diagrams, appendices, and case studies to support the discussion and the argument. The inclusion of the developing countries in this topic of strategy and planning is very interesting.' - Professor Kadim al-Shaghana, TQM & Excellence, Faculty of Organisation and Management, Sheffield Hallam University, UK
'Andre de Waal's book provides a comprehensive overview of the issues relating to strategy and measurement. Thought provoking, practical and well written, this book will be a valuable addition to everyone's bookshelf.' - Professor Andy Neely, Cranfield School of Management, UK
'Strategic Performance Management has the great benefit of insights from the combination of De Waal's academic and practical experience in his subject. This experience means he is able to cover a wide area of the performance field and practitioners in particular will appreciate the easy-to-follow key points sections and the use of many practical illustrations.' - Andrew Likierman, London Business Shool, UK