Универсальная система показателей деятельности: как достигать результатов, сохраняя целостность

Современные стандарты ИСО серии 9000 взяли слишком большой крен в сторону "ублажения потребителей". "Организации существуют для удовлетворения потребностей пользователей"? В реальной жизни организации существуют для осуществления своих целей, ради достижения которых приходится удовлетворять пользователей. А если еще добавить, что у персонала при этом свои собственные цели... В попытке учесть желания всех заинтересованных сторон и были предложены идеи, излагаемые в данной книге. Судя по раскопкам, книга когда-то была на сайте, но все ссылки устарели, а страницы больше нет. Книгу можно найти в сети, но на рапиде и размером более 11 MB (PDF). Предлагаемая публикация ужата в Djvu до 5,4 MB без существенных потерь качества. Другая книга этого автора - Индивидуальная сбалансированная система показателей In the post-Enron climate corporate executives are increasingly pressured to increase productivity and create an ethical, trustworthy organizational climate. 'Total Performance Scorecard' introduces a concept of organizational improvement and change management that combines the Balanced Scorecard model with the learning organization theory. The TPS contains a personal balanced scorecard, which is tied to an organizational balanced scorecard. These scorecards reflect not only performance goals but personal learning and growth goals as well, and the organizational scorecards also address organizational climate issues. Continuous improvement, change management, 360 degree feedback, and the learning organization are theories that the TPS makes use of in a very straightforward way. If implemented, the TPS enables a company to tie personal goals to organizational goals and tie personal performance to organizational performance, all within a culture that supports integrity, personal growth, learning, and open communication. Nirvana! * Links the personal scorecard to the organizational scorecard in a clear, straightforward way * Addresses issues of personal ambition and growth within the context of corporate integrity and the learning organization * Ties in several popular management concepts in one overarching concept

In the post-Enron climate corporate executives are increasingly pressured to increase productivity and create an ethical, trustworthy organizational climate. 'Total Performance Scorecard' introduces a concept of organizational improvement and change management that combines the Balanced Scorecard model with the learning organization theory.

The TPS contains a personal balanced scorecard, which is tied to an organizational balanced scorecard. These scorecards reflect not only performance goals but personal learning and growth goals as well, and the organizational scorecards also address organizational climate issues. Continuous improvement, change management, 360 degree feedback, and the learning organization are theories that the TPS makes use of in a very straightforward way. If implemented, the TPS enables a company to tie personal goals to organizational goals and tie personal performance to organizational performance, all within a culture that supports integrity, personal growth, learning, and open communication. Nirvana!

Audience: HR professionals and managers, business/management students, consultants.

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