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Всего публикаций в данном разделе: 7

Книги

Авторы:
все А Б В Г Д ЕЖЗ И ЙК Л М НО П Р С Т У Ф ХЦ Ч Ш ЩЭ ЮЯ
A B C D E F G H I J K L M NO P Q R S T UV W XYZ
 
Названия:
А БВ Г Д ЕЖЗ И ЙК Л М Н О П Р С Т У ФХЦЧШ ЩЭ ЮЯ
7 A B C D E F G H I JK L M N O P QR S T U VW XYZ
 

Опубликовано на портале: 05-01-2003
Julia Connell, John Nolan
2002
Performance appraisal and managing performance are they one and the same or fundamentally different? The first suggests a reactive stance while the second indicates proactivity. Although effective performance management has been touted as the key lever for change that may boost individual and team accomplishment in organisations, the results will be limited if it is a case of old wine in new bottles. Specifically, the preliminary results of two case studies indicate that performance management systems operate in the same way as old performance appraisals. Some interviewees perceived that knowing how to play the corporate game was as important as performing well. Those who play the game well, were perceived as advancing in the organisation, while those who performed but did not play the game were left confused about their performance, and subsequently, their future. Initial data analysis suggests that if managers want to introduce more innovative ways of managing performance, the solution could be in the level and frequency of informal feedback occurring between managers and employees.
ресурс содержит прикрепленный файл

Опубликовано на портале: 28-05-2008
Donald C. Hambrick, David A. Nadler, Michael L. Tushman
Cambridge: Harvard Business School Press, 1997
According to the publishers, this book brings together the latest insights and ideas on senior leadership from the world's foremost business thinkers and practitioners. Successful organizational transformation requires vigilance, appetite for change, concerted effort, and clarity of purpose from the CEO, the top management team, and the Board of Directors. This collection examines all three parties and their roles in designing and navigating effective change.
ресурс содержит графическое изображение (иллюстрацию) ресурс содержит прикрепленный файл

Опубликовано на портале: 23-01-2003
Robert S. Kaplan, David P. Norton
Boston: Harvard Business School Press, 1996
The rapid evolution of the Balanced Scorecard into a strategic managment system is reported on in this book. The Balanced Scorecard approach retains traditional financial measures which reflect past organizational acheivements, but adds three new measures of future performance found necessary in this information age with its focus on customer relationships and long-term capabilities: customer, internal business process, and learning and growth. With these four perspectives providing the framework for the Balanced Scorecard, organizations can now measure how they create value for customers, how they can enhance internal competencies, and how they must invest in people, systems and procedures to improve future performance. According to the authors, the Balanced Scorecard has evolved from an improved measurement system to a core management system. For the first time there is a systematic process to implement and obtain feedback about strategy. This is an excellent introduction to new management styles.
ресурс содержит графическое изображение (иллюстрацию)

Опубликовано на портале: 29-06-2006
Robert S. Kaplan, David P. Norton
Москва: Олимп-Бизнес, 2005, 416 с.
Книга Роберта Каплана и Дейвида Нортона предлагает пять принципов создания организации, ориентированной на стратегию, путем решения всеобщей проблемы менеджмента как не только сформулировать стратегию, а заставить ее работать. Авторы широко известны в деловом мире как создатели концепции сбалансированной системы показателей революционного инструмента претворения в жизнь миссии компании. Изобилующая примерами, порожденными опытом многих компаний, эта ра-v бота поможет топ-менеджерам преодолеть существующий разрыв между теорией и практикой стратегического менеджмента, трансформировать сбалансированную систему из стратегического императива в бизнес-результат, составить план движения от стратегии к действию и избежать многих ошибок на своем пути. Книга, несомненно, вызовет живейший интерес менеджеров не только коммерческих предприятий, но также государственных и общественных организаций, поскольку является универсальным руководством по созданию стратегии на основе сбалансированной системы показателей эффективности предприятия. Книга предназначена для руководителей и менеджеров организаций, преподавателей и студентов высших учебных заведений, всех, кто интересуется проблемами стратегического менеджмента.
ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию ресурс содержит графическое изображение (иллюстрацию)

Опубликовано на портале: 23-03-2005
Robert S. Kaplan, David P. Norton
Москва: Олимп-Бизнес, 2003, 304 с.
Книга Роберта Каплана и Дейвида Нортона, создателей сбалансированной системы показателей эффективности организации (ССП), стала настольной для менеджеров предприятий, конкурирующих на рынках информационной эпохи. Переросшая рамки обычной оценочной системы, ССП обеспечила новый подход к стратегическому управлению компаниями любой сложности, оперирующими в разных отраслях деятельности. Р.Каплан и Д.Нортон предложили систему, основанную на причинно-следственных связях между стратегическими целями, отражающими их параметрами и факторами получения планируемых результатов. Она складывается из четырех составляющих - финансовой, клиентской, внутренних бизнес-процессов и обучения и развития персонала, цели и задачи которых отражаются финансовыми и нефинансовыми показателями. Авторы учат, как использовать эти показатели, чтобы привести в соответствие цели каждого работника, бизнес-единицы и всего предприятия, как выявить новые процессы и инициативы, ведущие к удовлетворению клиентов и акционеров. Особое значение Каплан и Нортон придают созданию обратной связи, необходимой для проверки правильности и жизнеспособности выработанной стратегии. Книга предназначена для руководителей и менеджеров организаций, преподавателей и студентов высших учебных заведений, всех, кто интересуется проблемами стратегического менеджмента.
ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию

Опубликовано на портале: 23-01-2003
David A. Nadler
San Francisco: Jossey-Bass, 1997
The author's basic teachings are now accepted by many organizations: the CEO must lead the change; the entire organization must be involved; and the organizational culture must be taken into account before any major change. The first part of the book is a solid summary of what it takes for successful organizational change, with a review of why change is so hard and the presentation of a five-step plan for managing the process. The rest of the book leads the reader into new thinking about organizational change.
ресурс содержит графическое изображение (иллюстрацию)

Опубликовано на портале: 23-01-2003
Solveig Wikstrom, Richard Normann
London: Routledge, 1994
This is an intriguing book, which weaves together ideas from organization theory, strategic management and marketing to explore the implications of viewing the company as a knowledge processing system. In developing this perspective, the authors describe different types of knowledge and knowledge processes, using their classification to elucidate processes for value creation, organizing for knowledge, and the company as a knowledge system. They argue that much knowledge-and thus value-inheres and accumulates in the complex web of relationships between suppliers and customers. Such a view highlights the significance of durable relations in extended networks as an important route to value creation. The authors describe organizations as knowledge-producing systems and divide the concept of knowledge into categories of 1.information, 2.skill or know-how, 3.explanation, and 4.understanding. The knowledge-creating process is described in terms of: generative processes, creating new knowledge productive processes that form the basis for offerings and commitments to customers, and representative processes that transmit these offerings to customers, often in an interactive mode of joint value-creation. The message dovetails with Richard Normann's writings (with Rafael Ramirez) in the early 90s on the shift from value chains (Porter) to value constellations (value stars) and combines the concepts of competence, customer base, and offerings into an evolutionary model of business growth. The authors delineate a model of the interactive enterprise-an organization where interaction and the forming of relationships are core activities in developing markets, developing products, and shaping and stabilizing partnerships. The value constellation (Normann and Ramirez) is a good illustration of this perspective. Organizations combine their own and their partners' customer bases and competencies into offerings to customers. And customers are invited to share in the value-creation process. A well-functioning value constellation is indeed a learning organization. Central to the organizational learning process is the notion of the client-driven organization and the interactive process of value-creation with the customer. Also the other end of the organizational domain, the production system, is seen as a partnering system with the overriding goal to excel in value-creation. The authors describe the four elements of the industrial system; centralization, standardization, mechanization, and division of labor. They then continue to discuss how current developments change this formation and lead up to the four corresponding elements of information technology production, decentralization, multiplicity, information technology, and integration. The transition from one to the other is not an easy one. It is, however, necessary for those companies that want to survive in turbulent markets and in ever more complex economies. They simply have to exploit the potentials of information technology. They have to develop their core systems into knowledge-creating enterprises. The collapsed model combines the notion of value constellation which integrates partners in the production system and value constellations in the interaction with the final customer and places the three organizational knowledge-creating processes (generative, productive, and representative) as mediators between the two value centers. The value constellations thus serve as complex interfaces between the company and its supply and demand markets. On the one side is purchasing. On the other side is marketing, or perhaps rather market communication. And in between is the knowledge-creating company. The frame of reference pronounces evolutionary growth and the industrial setting and point of reference is first of all service-producing companies. The handling of discontinuities, turnarounds, and the acquisition of new customers, or new competencies, are not in the authors' focus.
ресурс содержит графическое изображение (иллюстрацию)