Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results

By Paul R. Niven
Publisher: Wiley
Number Of Pages: 336
Publication Date: 2006-09-01
ISBN-10 / ASIN: 0471780499
ISBN-13 / EAN: 9780471780496
Binding: Hardcover

PRAISE FOR Balanced Scorecard Step-By-Step: Maximizing Performance and Maintaining Results, Second Edition
"As a practitioner and thought leader, Paul Niven is superbly bridging the gulf between BSC theory and application through hands-on experiences and real-world case studies. The book provides a practical road map, step-by-step, to plan, execute, and sustain a winning scorecard campaign. Easy to read . . . tells a powerful story with lessons learned/best practices from global customer implementations. Must-read for anyone interested in BSC or grappling with how to create a strategically aligned organization."—Vik Torpunuri, President and CEO, e2e Analytix
"In Balanced Scorecard Step-by-Step, Second Edition, Paul Niven provides an intuitive and incredibly effective blueprint for transitioning strategic ambition to execution. Paul's pragmatic approach provides leaders with a tool for managing a company's journey from strategic ideas to world-class performance. The Balanced Scorecard is a masterful tool for guiding companies through transformation, and I speak from personal experience when I say Paul's blueprint works! It is the most effective guide I have seen. Balanced Scorecard Step-by-Step will serve any leader well if their ambition is to efficiently engage their teams in achieving a set of strategic goals."—Allan A. MacDonald, Vice President, Sales and Customer Solutions Bell Canada National Markets
"Paul Niven has done it again!!! With this book, he has further operationalized the enlightened Balanced Scorecard concept into a fully functional system that optimizes business execution and performance!"—Barton Johnson, President, Financial Freedom Senior Funding Corporation, The Reverse Mortgage Specialist
Summary: An excellent tool for those intangibles Rating: 4
Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results
This book was an excellent resource on the Balanced Scorecard. Mr. Niven does an outstanding job of outlining the issues and history of the Balanced Scorecard in order to quickly get the reader up to speed before jumping into the actual implementation process. The book is written in a manner to accommodate the lowest common denominator, making it very easy for the reader to understand the points Mr. Niven makes.
As the title of the book suggests, Mr. Niven tackles the implementation process in a straight forward, step-by-step approach. He takes the reader along and builds the process like a pyramid, one layer at a time. Mr. Niven uses personal experience and examples of past failures and successes to drive his points home. At the end of each chapter he pauses to recap the major lessons that have been learned.
After guiding the reader through the implementation process, he then takes time to show how to maintain the Balanced Scorecard and to apply it to other areas, such as corporate governance and executive compensation. All in all, he makes the Balanced Scorecard a very understandable subject and provides much needed confidence in the reader that one can be implemented successfully.
This is a must read for both organizations interested in the Balanced Scorecard and students pursuing business degrees.
Summary: Janet Z's reveiwRating: 5
I read this book for a graduate accounting information systems' class and I LOVED IT!!! This book does a awesome job at presenting necessary information that all businesses should know.
Whether you are a owner of a large or small company, or a manager searching for ways to unite your department, this book will help you. It will enlighten the reader on the things every business must emphasize to maximize performance and profits.
It is written as a guide to first explain the importance of a Balanced Scorecard, explain the making of a scorecard, then gives you detailed information on how to create a scorecard using simple to follow steps. Each step is detailed just enough to give the reader a solid understanding of each step and its' role in the whole process. Behind-the-scenes details such as warning signs to look for during the creating stages are also given.
The book finishes with a lot of hands on examples and helps the reader feel confident in the undertaking of the project. After reading this book, my understanding of a balanced scorecard was greatly enriched. I started out thinking it was another useless flow chart which no one would benefit from. After reading this book, I see it as a tool that no company should be without.
I feel this book is an excellent resource for any company to use to implement a balance scorecard. Even if you do not want to implement a scorecard, a lot of tremendously, helpful ideas on uniting workers for a common goal, bringing a work staff together, maximizing profits and overall, simply building a better business are in this book. It's a MUST READ for all management and business owners.
Summary: Excellent insight into the practical aspects of BSCRating: 5
Much more than "what is the BSC!" This book gave me the practical background necessary to forge ahead in my company with the BSC. Kaplan and Norton's text did a good job explaining what it is, but Niven gave me the confidence to implement. It's really a 5-star book and I highly recommend it. I've highlighted and tabbed so much of this book it looks like one of my graduate course textbooks.
Summary: Excellent guide for todays business leaderRating: 5
This book is an excellent guide for today's business leader, in helping him or her develop a comprehensive understanding of what is important to run a business, and also, what needs to be regularly tracked, managed and metered such that you are in tune with what is going on, and can steer successfully in the turbulent business climate of today. Hats off to Mr. Niven for his insights and understanding of business today, and the needs of the business leaders of today and tomorrow.
Summary: Step-by-step to answersRating: 5
I really recommended this book to anyone who are interesting to implement BSC methodology. For those who has some BSC ground and try to put BSC in work this book will clarify each dilemmas they face by searching through BSC methodology (who, how and why?). It is the best guidelines to implement BSC because Niven drive us easily from the beginning of project to the implementation with all necessary data. Book is easily to read and completely applicable.

The Balanced Scorecard: Measures That Drive Performance

(HBR OnPoint Enhanced Edition) By Robert S. Kaplan, David P. Norton
Publisher: Harvard Business Review
Number Of Pages: 11
Publication Date: 2000-02-01
ISBN-10 / ASIN: B00005REHA
ISBN-13 / EAN: Binding: Digital

During a year-long research project, the authors developed a "balanced scorecard" performance measurement system that allows executives to view a company from several perspectives simultaneously. The scorecard includes financial measures that reveal the results of actions already taken, as well as three sets of operational measures that show customer satisfaction, internal processes, and the organization's ability to learn and improve. Creating a balanced scorecard requires translating a company's strategy and mission statement into specific goals and measures. Managers then track those measures as they work toward their goals.
Summary:
THE BALANCED SCORECARD--MEASURES THAT DRIVE PERFORMANCE
Rating: 5
The article "The Balanced Scorecard-Measures that Drive Performance" was written in the HBR in 1992 but is still very powerful, relevant and useful today in guiding managers not to only rely on financial measures but to also include a balanced set of operational measures in the performance measurement system. This allows managers to look at an organization from several perspectives at the same time.
Complementing financial measures with operational measures of internal business processes, customers and learning and growth, enables an organization to translate strategy into operational terms, thereby facilitating strategy implementation. As the authors point out, "What you measure is what you get", therefore measuring say customer satisfaction enables a company to ensure that it meets customer needs, which is very critical in the current highly competitive operating environment. A company also needs to know what it excels at (internal perspective) so that it can use its strengths top exploit opportunities whilst minimizing the impact of its weaknesses and threats.
The book does not attempt to downplay the importance of financial measures but only to emphasize the need to have a balanced set of measures. The emphasis is on a few critical balanced set of measures and not a proliferation of measures. The balanced scorecard forces managers to look at the essential operational measures together thus avoid the situation where success in one area is at the expense of other areas.
The authors used simple language, charts to illustrate the concepts and mini cases to reinforce the practical application of the concept.
The article is comprehensive enough that it is ideal for the busy executive who may not have the time to read other related articles or the book on the same topic by the authors "The Balanced Scorecard: Turning Strategy into Action". I, however, strongly recommend one to also read this very interesting and ground-breaking book especially those studying management or doing an MBA.
Summary: The Best Way to Overcome Strategic Communications StallsRating: 5
Since Peter Drucker first popularized the idea of business strategy, there have been vastly more strategies conceived than there have been strategies successfully implemented. Much attention has been paid to devising better strategies, and little to implementing strategies. The big pay-off is in the implementation, and THE BALANCED SCORECARD hits a home run in showing how to explain what needs to be done to successfully execute strategy. You must have more measures, and different measures than the accounting system provides. You also need to link measures to the key tasks that each person must perform. This book is simply the Rosetta Stone of communicating and managing strategy. THE BALANCED SCORECARD is the beginning of the practical period of maturity in the field of business strategy. Read this book today to enjoy much more prosperity!
Summary: Introduction into the Balanced ScorecardRating: 5
This 1992 Harvard Business Review article, by Harvard Business School professor Robert Kaplan and David Norton, president of Nolan, Norton & Co., was the introduction into the now world-famous Balanced Scorecard - there is now even a Balanced Scorecard website. This article was followed by several other HBR-articles and two books ('The Balanced Scorecard' and 'The Strategy-Focused Organization').
The main reason for the introduction of the balanced scorecard was that, in the authors' views, organizations only measured financial performance. There was too much emphasis on financial measures and not enough on operational performance. By complementing financial measures of past performance with the objectives and measures of financial, customer, internal business process, and learning and growth, managers are provided with a framework to translate a strategy into operational terms. The great thing about the balanced scorecard is that it minimizes information overload by limiting the number of measures. It forces managers to focus on the handful of measures that are most critical.
This article made it finally possible for managers to express and measure operational performance. Great thing about the balanced scorecard is that it a simple visual tool. If you like this article, the logical step is to read their follow-up HBR-articles 'Putting the Scorecard to Work' (1993) and 'Using the Balanced Scorecard as a Strategic Management System' (1996) or their 1996-book 'The Balanced Scorecard: Turning Strategy into Action'. The article uses simple US-English.
Summary: The Balanced Scorecard: Measures That Drive PerformanceRating: 1
Do not buy an e-book. There is a lot of trouble downloading both the software and the article. When you think you can read the article at your leisure, you find it diffucult to read on-line and it cannot be saved into a 'word' document where you can adjust the font size, etc.
Summary: Introduction into the Balanced ScorecardRating: 5
This 1992 Harvard Business Review article, by Harvard Business School professor Robert Kaplan and David Norton, president of Nolan, Norton & Co., was the introduction into the now world-famous Balanced Scorecard - there is now even a Balanced Scorecard website. This article was followed by several other HBR-articles and two books ('The Balanced Scorecard' and 'The Strategy-Focused Organization').
The main reason for the introduction of the balanced scorecard was that, in the authors' views, organizations only measured financial performance. There was too much emphasis on financial measures and not enough on operational performance. By complementing financial measures of past performance with the objectives and measures of financial, customer, internal business process, and learning and growth, managers are provided with a framework to translate a strategy into operational terms. The great thing about the balanced scorecard is that it minimizes information overload by limiting the number of measures. It forces managers to focus on the handful of measures that are most critical.
This article made it finally possible for managers to express and measure operational performance. Great thing about the balanced scorecard is that it a simple visual tool. If you like this article, the logical step is to read their follow-up HBR-articles 'Putting the Scorecard to Work' (1993) and 'Using the Balanced Scorecard as a Strategic Management System' (1996) or their 1996-book 'The Balanced Scorecard: Turning Strategy into Action'. The article uses simple US-English.

Assessment Methods in Recruitment, Selection & Performance: A Managers Guide to Psychometric Testing, Interviews and Assessment Centres

Publisher: Kogan Page
Number Of Pages: 224
Publication Date: 2005-07-01
Sales Rank: 1077082
ISBN / ASIN: 0749442948
EAN: 9780749442941
Binding: Hardcover
Manufacturer: Kogan Page
Studio: Kogan Page

* Practical advice on assessment methods including psychometric testing and structured interviews

Synopsis
This book is a comprehensive guide that examines the formal assessment methods used in both recruitment and performance management. A thorough examination of the principles underpinning assessment methods along with practical applications are provided. The use of assessment centres, psychometrics and structured interviews are thoroughly examined along with practical advice on their use. It includes an examination of the design and applications of performance management systems in day to day decision making about individuals, appraisal, reward and succession planning.

filetype: zipped pdf-file
password: Zer00forebooksclub
size: approx. 3 MB

Performance Management

Publisher’s note
Every possible effort has been made to ensure that the information contained in this bookis accurate at the time of going to press, and the publishers and author cannot acceptresponsibility for any errors or omissions, however caused. No responsibility for loss ordamage occasioned to any person acting, or refraining from action, as a result of thematerial in this publication can be accepted by the editor, the publisher or the author.
First published in Great Britain and the United States in 1994 by Kogan Page LimitedSecond edition 2000Third edition 2006Apart from any fair dealing for the purposes of research or private study, or criticism orreview, as permitted under the Copyright, Designs and Patents Act 1988, this publicationmay only be reproduced, stored or transmitted, in any form or by any means,with the prior permission in writing of the publishers, or in the case of reprographicreproduction in accordance with the terms and licences issued by the CLA.
Enquiriesconcerning reproduction outside these terms should be sent to the publishers at theundermentioned addresses: 120 Pentonville Road 525 South 4th Street, #241London N1 9JN Philadelphia PA19147United Kingdom USAhttp://www.kogan-page.co.uk/© Michael Amstrong, 1994, 2000, 2006
The right of Michael Armstrong to be identified as the author of this work has beenasserted by him in accordance with the Copyright, Designs and Patents Act 1988.ISBN 0 7494 4537 8
British Library Cataloguing-in-Publication DataACIP record for this book is available from the British Library.
Library of Congress Cataloging-in-Publication DataArmstrong, Michael, 1928–Performance management : key strategies and practical guidelines / MichaelArmstrong.— 3rd ed.p. cm.
Includes bibliographical references and index.
ISBN 0-7494-4537-8
1. Employees—Rating of. 2. Performance standards. 3. Performance. I.Title.HF5549.5.R3A758 2006658.3
125—dc222005021779

Contents

1 The basis of performance management 1
Performance management defined 1;
Aims ofperformance management 2;
Characteristics of performancemanagement 3;
Developments in performance management 4;
Concerns of performance management 5;
Understandingperformance management 6;
Guiding principles of performancemanagement 9;
Performance appraisal and performancemanagement 9;
Views on performance management 10;
Performance management and the psychological contract 11;
The process of performance management 12

2 The process of performance management 15
Performance management as a process of management 15;
The performance management cycle 16;
The performancemanagement sequence 16;
How performance managementworks 16;
Performance management activities 18;
Performancemanagement in action 19

3 The practice of performance management 35
IRS, 2003 35;
Lawler and McDermott, 2003 36;
Chartered Institute of Personnel and Development, 2003 37;
e-reward, 2005 39

4 Performance planning and agreements 49
Performance and development planning 49;
Role profiles 50;
Objective setting 54;
Performancemeasures and assessment 59;
Performance planning 65;
Development planning 66;
The performance agreement 67;
Checklist – performance and development planning 68

5 Managing performance throughout the year 69
The continuing process of performance management 70;
Updating objectives and work plans 71;
Managingcontinuous learning 72

6 Reviewing performance 75
The performance review meeting 75;
Performancereview difficulties 76;
Performance review issues 77;
Organizational issues 79;
On whom should performancereviews focus? 80;
On what should the performancereview meeting focus? 81;
Criteria 81;
The impact ofmanagement style 82;
Performance review skills 82;
Outcome issues 82;
Dealing with positive and negativeelements 83;
Using reviews as a communications channel 84;
Balancing past performance against future potential 85;
When should reviews be held? 85;
Performance review problems 86;
Evaluating performance reviews 88;
Analysisof the issues 89;
Preparing for review meetings 89;
Self-assessment 95;
Giving feedback 98

7 Assessing performance 101
Approach to assessment 101;
Factors affecting assessments 102;
Methods of assessment 103;
Overall analysis of performance 103;
Narrative assessment 104; Rating 105;
Forced distribution 114;
Forced ranking 114;
Quota systems 115;
Visual methods ofassessment 115;
Conclusion 117

8 Improving performance 119
Improving performance at the organizational level 119;
The problems at managerial level 120;
Dealing with the problem –overall strategy 120;
Dealing with the problem – human resourceimprovement 121;
Top management levers for improvingperformance 122;
Performance management at the organizationallevel 123;
Improving team performance 129;
Improvingindividual performance 131;
Managing underperformers 132

9 Performance management administration 137
Purpose 138;
Performance management forms as workingdocuments 139;
Information for the HR department 139;
Form design 140;
Web-enabled performance management 142

10 Performance management and learning 143
Helping people to learn through performance management 144;
Learning opportunities 144;
Personal development planning 146;Coaching 148

11 Performance management and reward 151
Performance management and non-financial rewards 152;
Performance management and pay 153

12 -- 360-degree feedback 157
360-degree feedback defined 157;
Use of 360-degree feedback 158;
Rationale for 360-degree feedback 159;
360-degree feedback –methodology 160;
Development and implementation 162;
360-degree feedback – advantages and disadvantages 164;
360-degree feedback – criteria for success 165

13 Performance management roles 167
Top managers 167;
Line managers 168;
The role ofemployees 173;
The role of HR 173

14 Introducing and developing performance management 175
Approach to development 175;
The developmentframework 179;
Contextual factors 180;
Performancemanagement development programme 180

15 Learning about performance management 189
The rationale for performance management 189;
Contribution 190;
Skills 190;
Formal learning 191;
Less formal learning 193

16 Evaluating performance management 195
Method 195;
Atypical approach 197;
Points to be covered 198;
Outcome 200
References 201
Further reading 205
Author index 211
Subject index 212