This book explains how an organization can measure and manage performance with the Balanced Scorecard methodology. It provides extensive background on performance management and the Balanced Scorecard, and focuses on guiding a team through the step-by-step development and ongoing implementation of a Balanced Scorecard system. Corporations, public sector agencies, and not for profit organizations have all reaped success from the Balanced Scorecard. This book supplies detailed implementation advice that is readily applied to any and all of these organization types. Additionally, it will benefit organizations at any stage of Balanced Scorecard development. Regardless of whether you are just contemplating a Balanced Scorecard, require assistance in linking their current Scorecard to management processes, or need a review of their past measurement efforts, Balanced Scorecard Step by Step provides detailed advice and proven solutions.
Tabela de Conteúdo
Foreword.
Acknowledgments.
Preface.
PART ONE: INTRODUCTION TO PERFORMANCE MEASUREMENT AND THE BALANCED
SCORECARD.
Chapter 1. Performance Measurement and the Need for a Balanced
Scorecard.
Chapter 2. Balanced Scorecard as an Enduring Management Tool.
PART TWO: STEP-BY-STEP DEVELOPMENT OF THE BALANCED SCORECARD.
Chapter 3. Getting Started.
Chapter 4. Mission, Values, Vision, and Strategy.
Chapter 5. Developing Performance Objectives and Measures.
Chapter 6. Finalizing Measures and Developing Cause and Effect
Linkages.
Chapter 7. Setting Targets and Prioritizing Initiatives.
PART THREE: EMBEDDING THE BALANCED SCORECARD IN THE ORGANIZATION’S
MANAGEMENT SYSTEM.
Chapter 8. Cascading the Balanced Scorecard to Build Organizational
Alignment.
Chapter 9. Using the Balanced Scorecard to Strategically Allocate
Resources.
Chapter 10. Linking Rewards to Performance: The Balanced Scorecard
and Compensation.
PART FOUR: SUSTAINING BALANCED SCORECARD SUCCESS.
Chapter 11. Reporting Balanced Scorecard Results.
Chapter 12. Maintaining the Balanced Scorecard.
PART FIVE: BALANCED SCORECARDS IN THE PUBLIC AND NOT-FOR-PROFIT
SECTORS AND CONCLUDING THOUGHTS ON SCORECARD SUCCESS.
Chapter 13. Balanced Scorecards in the Public and Not-for-Profit
Sectors.
Chapter 14. Concluding Thoughts on Balanced Scorecard
Success.
Index.
Sobre o autor
PAUL R. NIVEN is a management consultant and noted speaker on the subjects of Performance Management and the Balanced Scorecard. As both a practitioner and consultant, he has developed successful Performance Management systems for large and small clients in a wide variety of organizations, including Fortune 1000 companies, public sector, and not-for-profit. He can be reached at (760) 918-5990.
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