Produktbild: Key Performance Indicators for Government and Non Profit Agencies

Key Performance Indicators for Government and Non Profit Agencies Implementing Winning Kpis

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Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

01.05.2012

Verlag

John Wiley & Sons

Seitenzahl

336

Maße (L/B/H)

23.5/15.7/2.2 cm

Gewicht

635 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-0-470-94454-7

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

01.05.2012

Verlag

John Wiley & Sons

Seitenzahl

336

Maße (L/B/H)

23.5/15.7/2.2 cm

Gewicht

635 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-0-470-94454-7

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: Key Performance Indicators for Government and Non Profit Agencies
  • Preface xiii
     
    Acknowledgments xxi
     
    PART I SETTING THE SCENE
     
    CHAPTER 1 Background 3
     
    Are Agencies Really Non Profit Agencies? 3
     
    Measurement in Government and Non Profit Agencies 3
     
    Unintended Behavior: The Dark Side of Measures 4
     
    Balanced Scorecards within Government and Non Profit Agencies 6
     
    Checklist: Where Are You in Your Journey with Performance Measures? 6
     
    Major Benefits of Performance Measures 8
     
    Notes 10
     
    CHAPTER 2 Myths of Performance Measurement 13
     
    Myth 1: Measuring Performance Is Relatively Simple and the Appropriate Measures Are Very Obvious 13
     
    Myth 2: You Can Delegate a Performance Management Project to a Consulting Firm 14
     
    Myth 3: Your In-House Project Team Can Achieve Success while Continuing with Their Other Duties 14
     
    Myth 4: By Tying KPIs to Pay You Will Increase Performance 14
     
    Myth 5: Most Measures Lead to Better Performance 15
     
    Myth 6: Performance Measures Are Mainly Used to Help Manage Implementation of Strategic Initiatives 16
     
    Myth 7: The Balanced Scorecard Was First Off the Blocks 17
     
    Myth 8: Measures Fit Neatly into One Balanced-Scorecard Perspective 18
     
    Myth 9: The Balanced Scorecard Can Report Progress to Both Management and the Board 18
     
    Myth 10: There Are Only Four Balanced-Scorecard Perspectives 18
     
    Myth 11: Strategy Mapping Is a Vital Requirement 20
     
    Myth 12: All Performance Measures Are KPIs 22
     
    Myth 13: Monitoring Monthly Performance Measures Will Improve Performance 23
     
    Myth 14: KPIs Are Financial and Nonfinancial Indicators 23
     
    Myth 15: The More Measures the Better 23
     
    Myth 16: Indicators Are Either Lead (Performance Driver) or Lag (Outcome) Indicators 24
     
    Myth 17: We Know What Good Performance Will Look Like Before the Year Starts and, thus, Can Set Relevant Year-End Targets 24
     
    Notes 25
     
    CHAPTER 3 Revitalizing Performance Management 27
     
    Foundation Stone 1: Understanding Human Behavior 27
     
    Foundation Stone 2: Knowledge of the Paradigm Shifters (Drucker, Collins, Welch, Hamel, Peters, Waterman, and Others) 29
     
    Foundation Stone 3: Using an Appropriate Strategy 44
     
    Foundation Stone 4: Critical Success Factors Known by All Staff 45
     
    Foundation Stone 5: Abandon Processes That Do Not Work 45
     
    Rejuvenating Human Resources 46
     
    Performance-Related Pay: Correcting the Errors 47
     
    Reviewing an Individual's Performance 48
     
    Getting the Right People on the Bus 48
     
    Jack Welch's 20/70/10 Differentiation Rule 49
     
    Secrets from High-Performing Teams 49
     
    Toyota's 14 Principles 50
     
    Role of Performance Measures: Implementing Winning KPIs 51
     
    Quarterly Rolling Planning: The Setting of Targets 51
     
    Reporting Performance 52
     
    Outside-In View 53
     
    Adopting Kaizen 53
     
    Working Smarter Not Harder 54
     
    Getting Technology to Deliver 54
     
    Moving from Management to Leadership 55
     
    Notes 55
     
    CHAPTER 4 Measurement Leadership Has to Come from the Chief Executive Officer 57
     
    Barriers to Measurement Leadership 57
     
    The Way Forward for the Chief Executive Officer 58
     
    Appoint a Chief Measurement Officer 60
     
    Notes 60
     
    CHAPTER 5 Strategy and Its Relevance to Performance Measures 61
     
    Define Your Organization's Mission, Vision, Values 61
     
    Create a Strategy That Is Understood by Staff 63
     
    Ensure That Your Strategy Is Balanced 64
     
    Monitor Implementation of Your Strategy 66
     
    Creating the Future 66