characteristics ensuring teamwork toward completion of the team goal becomes a reality. Improving Learning Team A’s Performance Using Our Team Charter “As organizations become increasingly flattened (Dess et al. 1995; Zenger and Hesterly 1997)‚ increasingly reliant on a synthesis of complex information (Wageman 1995)‚ and increasingly staffed by teams with varying demographic and psychographic profiles (Katzenbach and Smith 1993; Milliken and Martins 1996; Simons‚ Pelled‚ and Smith 1999)
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Scorecard is a strategic management tool that combines four performance perspectives‚ acquiring a broad based picture of performance (Kaplan/Norton‚ 1992). traditional financial metrics (return on investment) customer-based metrics internal-operations metrics growth and learning metrics The concept of Strategy Maps emerged to supplement the BSC (Kaplan/Norton‚ 2004)‚ establishing strategies that are translated into quantifiable metrics in the BSC. THE CAUSE AND EFFECT RELATIONSHIP The BSC represents
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management tool to assist a shared services IT organization in creating a governance model which best serves the interests of its sponsoring organizations and their stakeholders. Defining the Balanced Scorecard (BSC) Beginning in 1992‚ Kaplan and Norton wrote a series of articles which introduced the concept of the balanced scorecard. They proposed the development of a set of measures that would give top managers a fast but comprehensive view of the business. They believed that traditional financial
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1993; Stroh & Caligiuri‚ 1998). The impact of globalization on HR practices has led to varying outcomes across different countries and industries. However‚ it is apparent that global trends in management strategies are being adopted throughout the Asia Pacific region. Re-structuring‚ re-engineering‚ retrenchment‚ recruitment and retention of employees have all been reported as significant concerns for managers in this region (Frenkel & Peetz‚ 1998; McComb‚ 1999; Zhu‚ 1997). Despite significant
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Soldiers: West Point and the Profession of Arms (Oxford University Press‚ 1974)‚ Passionate Sage: The Character and Legacy of John Adams (W.W Norton and Company‚ 1993)‚ After the Revolution: Profiles of Early American Culture (W.W. Norton & Company‚ 2002)‚ and American Sphinx: The character of Thomas Jefferson (New York‚ NY: Vintage Books‚ 1998)‚ which won the 1997 National Book Award. Ellis also won the Pulitzer Prize for History for Founding Brothers: The Revolutionary Generation. The subject of Founding
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COMMENTARY Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part II Robert S. Kaplan and David P. Norton Robert S. Kaplan is a Professor at Harvard University and David P. Norton is founder and president of the Balanced Scorecard Collaborative in Lincoln‚ Massachusetts. In a previous paper (Kaplan and Norton 2001b)‚ we described the role for strategy maps and Balanced Scorecards to develop performance objectives and measures linked to strategy. With
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Strategic Management Journal. 23: 119. Anand‚ J. and H. Singh (1997). Asset Redeployment‚ Acquisitions and Corporate Strategy In Declining Industries. Strategic Management Journal‚ 18: 99-118. Ansoff‚ H. I. (1977). Strategy Formulation As A Learning Process: An Applied Managerial Theory Of Strategic Behavior. International Studies Of Management & Organization‚ 7: 58. Balakrishnan‚ S. (1986) Merger Integration: Strategic Management Journal‚ 1998 Bank of International Settlements Quarterly‚ (1999)‚ BIS.
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overlooked are Colin A. Palmer’s Passageways: An Interpretive History of Black America Vol. I: 1619-1863 and Vol. II (Fort Worth: Harcourt Brace College Publishers‚ 1998)‚ which emphasizes culture; and‚ Darlene Clark Hine and Kathleen Thompson’s Shining Thread of Hope: The History of Black Women in America (New York: Broadway Books‚ 1998)‚ a work highlighting the presence of women. Juliet
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Academy of Management Review 2007‚ Vol. 32‚ No. 2‚ 393–417. Copyright of the Academy of Management‚ all rights reserved. Contents may not be copied‚ emailed‚ posted to a listserv‚ or otherwise transmitted without the copyright holder’s express written permission. Users may print‚ download‚ or email articles for individual use only. RELATIONAL JOB DESIGN AND THE MOTIVATION TO MAKE A PROSOCIAL DIFFERENCE ADAM M. GRANT University of Michigan This article illustrates how work contexts motivate
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management will be defined. Then‚ the evolution of PMSs will be described. This is followed by a discussion of the functions and elements of an effective PMS. Then‚ we present five existent PMSs: the Balanced Scorecard (Kaplan‚ Norton‚ 1992)‚ the Tableau de Bord (Epstein‚ Manzoni‚ 1998)‚ the Performance Prism (Neely and Adams‚ 2000)‚ the Performance Pyramid (Lynch‚ Cross‚ 1991)‚ and the Productivity Measurement and Enhancement System (Pritchard‚ 1990). A review of 360 degree feedback was done as well
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