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06656nam a2200817 4500 |
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ocn769189297 |
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OCoLC |
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20170124070729.1 |
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m o d |
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110708s2012 njua ob 001 0 eng d |
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|a 118D0806-202D-4314-97AC-B6587AB9BEDE
|b OverDrive, Inc.
|n http://www.overdrive.com
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|a HD58.9
|b .B37 2012eb
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|a BUS
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|a 658.3/14
|2 23
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|a MAIN
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1 |
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|a Barrows, Ed,
|d 1967-
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| 245 |
1 |
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|a Managing performance in turbulent times :
|b analytics and insight /
|c Ed Barrows, Andy Neely.
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|a Hoboken, N.J. :
|b Wiley,
|c [2012]
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|c ©2012
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| 300 |
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|a 1 online resource (xxii, 277 pages) :
|b illustrations
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| 336 |
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|a text
|b txt
|2 rdacontent
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| 337 |
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|a computer
|b c
|2 rdamedia
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|a online resource
|b cr
|2 rdacarrier
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|a Includes bibliographical references and index.
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|a Managing Performance in Turbulent Times: Analytics and Insight; Contents; Foreword; Preface; Acknowledgments; Part One: Turbulence and Performance Management Today; Chapter 1: Understanding Turbulence; The World Is More Turbulent Today; Understanding Turbulence; Effects of Turbulence on Organizations; What We're Seeing in Practice Today; Summary; Case Study: The Decline of the Handleman Company; Notes; Chapter 2: Performance Management Today; Performance Management-Still an Emerging Discipline; Shortcomings of Today's Performance Management Systems.
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8 |
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|a Principles of Managing Performance in Turbulent TimesPerformance Management for Turbulent Environments: The PM4TE Process; Summary; Notes; Part Two: The Performance Management Core Process for Turbulent Environments; Chapter 3: Model Performance; Why Model Performance during Turbulent Times?; Benefits of Modeling Performance in the PM4TE Process; Steps to Modeling an Organization's Performance; Critical Success Factors; Summary; Case Study: Ricoh Corporation; Notes; Chapter 4: Manage Projects; Why Manage Projects during Turbulent Times?; State of the Art.
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|a Benefits of Managing Projects in the PM4TE ProcessSteps to Managing an Organization's Vital Projects; Critical Success Factors; Summary; Case Study: Hubbell Lighting, Inc.; Notes; Chapter 5: Measure Progress; Why Measure Progress during Turbulent Times?; State of the Art; Understanding Measurement Today; Performance Measurement Frameworks; Benefits of Measuring Progress in the PM4TE Process; Steps to Measuring Progress; Critical Success Factors; Summary; Case Study: British Airways; Notes; Chapter 6: Make Decisions; Why Make Decisions during Turbulent Times?; State of the Art.
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|a Benefits of Making Decisions in the PM4TE ProcessSteps to Making Decisions; Critical Success Factors; Summary; Case Study: 1st Marine Logistics Group, United States Marine Corps; Notes; Part Three: Performance Management for Turbulent Environments Model Enablers; Chapter 7: Strategic Intelligence; Why Strategic Intelligence Is a Model Enabler; Understanding Strategic Intelligence; Critical Success Factors; Summary; Case Study: Federal Bureau of Investigation; Notes; Chapter 8: Continuous Conversation; Why Continuous Conversation Is a Model Enabler; Understanding Continuous Conversation.
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|a Critical Success FactorsSummary; Case Study: Google; Notes; Chapter 9: Accelerated Learning; Why Accelerated Learning Is a Model Enabler; Understanding Accelerated Learning; Critical Success Factors; Summary; Case Study: Progress Software; Notes; Chapter 10: Organizational Alignment; Why Organizational Alignment Is a Model Enabler; Understanding Organizational Alignment; Critical Success Factors; Summary; Case Study: Altra Industrial Motion; Notes; Chapter 11: Engaged Leadership; Why Engaged Leadership Is a Model Enabler; Understanding Leadership Engagement; Critical Success Factors; Summary.
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| 520 |
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|a Straightforward playbook for executing world-class strategy for tangible results Designed with three key ideas: leverage the tools that are working, simplify the model, and make the content readable for managers, Managing Performance in Turbulent Times is a road map for the modern strategy manager. Through their simplified execution process the authors-performance management experts-show executives how to get results and execute even in the most difficult conditions. Addresses importance of adaptability to change within today's business environmentExplores the e.
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|a Organizational effectiveness.
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|a Performance
|x Management.
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4 |
|a Organizational effectiveness.
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| 650 |
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4 |
|a Performance
|x Management.
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| 650 |
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7 |
|a BUSINESS & ECONOMICS
|x Human Resources & Personnel Management.
|2 bisacsh
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| 650 |
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|a BUSINESS & ECONOMICS
|x Workplace Culture.
|2 bisacsh
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| 650 |
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|a Organizational effectiveness.
|2 fast
|0 (OCoLC)fst01047852
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| 650 |
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|a Performance
|x Management.
|2 fast
|0 (OCoLC)fst01057835
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|a Electronic books.
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|a Electronic books.
|2 local
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| 700 |
1 |
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|a Neely, A. D.
|q (Andy D.)
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| 776 |
0 |
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|i Print version:
|a Barrows, Ed, 1967-
|t Managing performance in turbulent times.
|d Hoboken, N.J. : Wiley, ©2012
|w (DLC) 2011029139
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| 856 |
4 |
0 |
|u https://doi.org/10.1002/9781119202547
|z Full Text via HEAL-Link
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|a 92
|b DG1
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