Total Performance Scorecard
Redefining Management to Achieve Performance with Integrity
- 1st Edition - July 3, 2003
- Latest edition
- Author: Hubert K. Rampersad
- Language: English
In the post-Enron climate corporate executives are increasingly pressured to increase productivity and create an ethical, trustworthy organizational climate. 'Total Performance… Read more
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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!
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
* 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
HR professionals and managers, business/management students, consultants.
Preface
1. Introduction
Part one: The Foundations of Total Performance Scorecard
2. Total Performance Scorecard
The TPS-ConceptThe Balanced Scorecard
The TPS-Cycle
3. Formulating the Balanced Scorecard
Formulating the Personal Balanced Scorecard
Formulating the Organizational Balanced Scorecard
4. Communicating with and Linking the Balanced Scorecard Communicating the Balanced Scorecard
Linking the Balanced Scorecard
5. Improving
Process Selection
Process Evaluation
Process Improvement
Personal Improvement
6. DevelopingIntroduction
Result Planning
Coaching
Appraisal
Job-Oriented Competence Development
7. Reviewing and Learning
Reviewing
Learning
Part two: Organizational Requirements
8. Teamwork
Team Composition, Team Roles and Core Qualities
Team Development
Interpersonal communication
Coaching of Team Members
Leadership Styles
Effective Meeting
Team Review
9. Organization for Continuous Improvement
Improvement Teams
Improvement Circles
10. Managing Change
11. Organizational Culture
Epilogue
Appendix I: Appraisal Forms Business Jet
Appendix II: 360º - Feedback Business Jet
Appendix III: TPS-Quick Scans References
Index
1. Introduction
Part one: The Foundations of Total Performance Scorecard
2. Total Performance Scorecard
The TPS-ConceptThe Balanced Scorecard
The TPS-Cycle
3. Formulating the Balanced Scorecard
Formulating the Personal Balanced Scorecard
Formulating the Organizational Balanced Scorecard
4. Communicating with and Linking the Balanced Scorecard Communicating the Balanced Scorecard
Linking the Balanced Scorecard
5. Improving
Process Selection
Process Evaluation
Process Improvement
Personal Improvement
6. DevelopingIntroduction
Result Planning
Coaching
Appraisal
Job-Oriented Competence Development
7. Reviewing and Learning
Reviewing
Learning
Part two: Organizational Requirements
8. Teamwork
Team Composition, Team Roles and Core Qualities
Team Development
Interpersonal communication
Coaching of Team Members
Leadership Styles
Effective Meeting
Team Review
9. Organization for Continuous Improvement
Improvement Teams
Improvement Circles
10. Managing Change
11. Organizational Culture
Epilogue
Appendix I: Appraisal Forms Business Jet
Appendix II: 360º - Feedback Business Jet
Appendix III: TPS-Quick Scans References
Index
- Edition: 1
- Latest edition
- Published: July 3, 2003
- Language: English
HR
Hubert K. Rampersad
Hubert K. Rampersad, BS, MSc, PhD is an internationally respected and recognized consultant in the field of Organizational Behavior and Business Management. He is founder and CEO of Quality Management Consulting in the Netherlands. He received his formal education in The Netherlands earning a B.S. in Mechanical Engineering from Enschede Polytechnic Institute, a M.Sc. in Mechanical Engineering from Delft University of Technology, and Ph.D. in Management from Eindhoven University of Technology.
Affiliations and expertise
Internationally respected and recognized consultant in the field of Organizational Behavior and Business Management; founder and CEO of Quality Management Consulting, the NetherlandsRead Total Performance Scorecard on ScienceDirect