Scorecard best practices design, implementation, and evaluation
Scorecard Best Practices: Design, Implementation, and Evaluation expertly shows you how to bridge the gap between Scorecard theory and application through hands-on experiences and useful case studies. It is the one-stop resource you will turn to for the latest tools and know-how to implement correct...
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| Otros Autores: | , |
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, N.J. :
John Wiley & Sons
c2008.
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| Edición: | 1st edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627267106719 |
Tabla de Contenidos:
- SCORECARD BEST PRACTICES; Contents; Foreword; CHARLES HORNGREN'S REFLECTIONS; Acknowledgments; Chapter 1: Introduction; SHAPS STUDY OVERVIEW; STUDY ANALYSIS GROUPS; CONTENTS OF THIS BOOK; NOTES; Chapter 2: Scorecard Systems Overview; WHAT IS A SCORECARD SYSTEM?; ATTRIBUTES OF SCORECARD SYSTEMS; REASONS FOR IMPLEMENTING (OPERATIONAL VERSUS STRATEGIC); IMPETUS FOR A SCORECARD SYSTEM INITIATIVE; BENEFITS OF A SCORECARD SYSTEM; BEST PRACTICE ORGANIZATION BENEFITS; ACHIEVING SIGNIFICANT BENEFITS: INTERNATIONAL RESULTS; USE OF SCORECARD SYSTEMS BY DEMOGRAPHIC SEGMENT, SIZE, AND INDUSTRY
- WHAT'S NEXT? NOTES; Chapter 3: Establishing Motivation; BACKGROUND; IMPETUS FOR IMPLEMENTATION; USE OF TARGETS; LINKING PERFORMANCE MEASURES TO COMPENSATION AND REWARDS; ALIGNING MEASURES AND EMPLOYEES TO ORGANIZATIONAL GOALS; ADVERTISING SUCCESS; MEASURES USED; SOFTWARE FEATURES MADE AVAILABLE; COMMUNICATING APPROPRIATE REASONS FOR SCORECARD IMPLEMENTATION; SUMMARY; NOTES; Chapter 4: Enabling a Supportive Organizational Environment; BACKGROUND; HAVE BUY-IN FROM TOP LEVEL MANAGEMENT; ARTICULATE AND COMMUNICATE THE ORGANIZATIONAL STRATEGY
- DEFINE AND COMMUNICATE THE REASONS FOR AND BENEFITS OF IMPLEMENTING A SCORECARD SYSTEM ALIGN HUMAN CAPITAL TO THE STRATEGY; HAVE A STRATEGY CHAMPION TO MAINTAIN THE VISIBILITY REQUIRED TO BE SUCCESSFUL; HAVE EMPLOYEES THAT ACCEPT AND USE THE SYSTEM; USE A FEEDBACK LOOP TO UNDERSTAND PROGRESS AND MAKE CHANGES WHERE REQUIRED; SUITABLE AUTOMATION; AN EVENTUAL LINK TO COMPENSATION AND REWARD SYSTEMS; USE CONSULTANTS APPROPRIATELY; PROVIDE ADEQUATE TIME TO IMPLEMENT AND REALIZE BENEFITS; HAVE A SYSTEM THAT IS PERVASIVE, BUT IMPLEMENTED IN PHASES; SUMMARY; NOTES
- Chapter 5: Design of a Scorecard System I: The Organizing Framework ORGANIZING FRAMEWORK; WHAT IS AN ORGANIZING FRAMEWORK AND WHY DO WE NEED ONE?; POPULAR FRAMEWORKS; FRAMEWORKS TYPICALLY CHOSEN; INDUSTRY EXAMPLE; CAN AN ORGANIZATION HAVE MULTIPLE FRAMEWORKS?; MULTIPLE FRAMEWORKS OR MANAGEMENT INITIATIVES?; SUMMARY; NOTES; Chapter 6: Design of a Scorecard System II: Other Issues; BACKGROUND; TIES BETWEEN MEASURES AND ORGANIZATIONAL STRATEGY; LINKING COMPENSATION WITH PERFORMANCE; A PERVASIVE SCORECARD SYSTEM; TRACKING THE ''RIGHT'' MEASURES
- DOES YOUR COSTING SYSTEM SUPPORT YOUR SCORECARD SYSTEM?SELF-EVALUATION QUESTIONNAIRE; SUMMARY; NOTES; Chapter 7: Implementation Strategies; COMMUNICATING SCORECARD CONCEPTS; SELLING THE SCORECARD; ORGANIZATION LEVELS; APPROACHES TO IMPLEMENTATION; IMPACT OF IMPLEMENTATION APPROACH; INDUSTRY DIFFERENCES; FRAMEWORK AND LEVELS OF IMPLEMENTATION; PLANS FOR FUTURE ROLLOUT; UPDATING SCORECARDS; SUMMARY; NOTES; Chapter 8: Implementation Issues; IMPLEMENTATION TIME FRAME AND DEADLINE; IMPLEMENTATION TIME FRAME AND REASON FOR SCORECARD SYSTEM DEPLOYMENT; IMPLEMENTATION TIME FRAME AND THE APPROACH
- EFFECT OF RATIONALE ON IMPLEMENTATION
