Integrated Performance Management : A Guide to Strategy Implementation

Linking various disciplines and management functions, Integrated Performance Management provides the reader with a concrete framework to manage organizations successfully. The authors do not isolate a single strategy to manage performance. Instead, the book focuses on a range of strategies providing the reader with an introduction to each one. The concepts under analysis were developed through intense dialogue with business managers. While maintaining academic rigour, Integrated Performance Management presents ideas that students will find relevant outside of the classroom. Postgraduate and MBA students in a range of areas including strategy, accounting, finance, operations management, marketing, leadership and human resource management will find this book useful. Cover 1 Contents 6 Preface 8 Editors' Preface 9 Acknowledgements 12 Contributors 14 Chapter 1 - Integrated Performance Management: New Hype or New Paradigm? 20 Part I: An Overview of Traditional PERFORMANCE Management Frameworks 34 Chapter 2 - Performance from a Finance Perspective: Shareholder Value and Beyond 38 Chapter 3 - Performance Management from a Control Perspective: Introducing the Balanced Scorecard 56 Chapter 4 - Performance at the Operational Level: Quality- and Time-Based Competition 70 Chapter 5 - Managing Risk, Managing Value 88 Part II: The Integrated Performance Management Framework: Constituent Elements 104 Chapter 6 - Performance Goals and the Strategy Formation Process 112 Chapter 7 - Obtaining Better Performance through Business Process Orientation 135 Chapter 8 - Strategic Information Systems Alignment 154 Chapter 9 - Integrated Performance Management through Effective Management Control 171 Chapter 10 - Organizing for Performance 193 Chapter 11 - Human Resoirce Management and Integrated Performance Management: A Mutual Relationship? 208 Chapter 12 - The Informal Organization: Leading for Performance 221 Chapter 13 - Strategic Rewards and Reward Strategies 234 Chapter 14 - Change, Learning and Performance: Three of a Kind? 257 Chapter 15 - Towards a More Integrated Approach to Strategic Alignment 280 Part III: Adding a New Dimension to Integrated Performance Management: Introducing the Concept of Maturity Alignment 290 Chapter 16 - Introducing Maturity Alignment: Basic Concepts 294 Chapter 17 - Finding the Optimal Maturity Level and Linking it to Performance 312 References 334 Index 348

this Collection Is The Product Of The Combined Efforts Of Electrabel, Belgium's Largest Utility Company, And The Vlerick Leuven Gent Management School To Create A Management Model. The Volume Provides A Concrete Framework Incorporating All Dimensions That Need To Be Managed And Identifies Strategic Alignment And Maturity Alignment As Means Of Integrated Management. The Topics Covered Include Quality- And Time-based Competition; Performance Goals And The Strategy Formation Process; Human Resource Management And Integrated Performance Management; And Change, Learning And Performance. The Volume's Final Section Introduces The Concept Of Maturity Alignment And Discusses Ways To Link It To Performance. Annotation ©2004 Book News, Inc., Portland, Or

Linking various disciplines and management functions this book provides the reader with a concrete framework to manage organizations successfully. The contributors do not isolate a single strategy to manage performance. Instead, the book focuses on a range of strategies providing the reader with an introduction to each one