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Business performance management (BPM) (also known as corporate performance management (CPM) [2] enterprise performance management (EPM), [3] [4] organizational performance management, or performance management) is a management approach which encompasses a set of processes and analytical tools to ensure that an organization's activities and output are aligned with its goals.
Performance usually means financial performance, measured most often as return on assets or less often as return on sales, return on invested capital, or market share. A performance effect is an observed difference in business performance. For example, it compares the performance of Toyota's cars business and that of Samsung's mobile phones ...
The central claim of the book is that higher pay and bonuses result in better performance within the workplace only if tasks consist of basic mechanical skills. If the task involved cognitive skills, decision-making, creativity, or higher-order thinking, higher pay resulted in lower performance. Pink suggests, "You should pay enough to take the ...
Another reason for the move away from the older, highly bureaucratic approach towards the high performance organization was the rapid change in the business environment since the 1980s. The 1980s were characterized by a difficulty in American production due to increased competition from foreign firms, increased inflation on oil prices, and a ...
The book is said to be "one of the most influential business books of our era". [2] The authors identified two primary objectives for the research published in the book: “to identify underlying characteristics are common to highly visionary companies” and “to effectively communicate findings so that they can influence management”.
Performance is an abstract concept and must be represented by concrete, measurable goals or objectives. For example, baseball athlete performance is abstract as it covers many different types of activities. Batting average is a concrete measure of a particular performance attribute for a particular game role, batting, for the game of baseball.
The structure–conduct–performance (SCP) paradigm, first published by economists Edward Chamberlin and Joan Robinson in 1933 [1] and subsequently developed by Joe S. Bain, is a model in industrial organization economics that offers a causal theoretical explanation for firm performance through economic conduct on incomplete markets.
The book was a bestseller, selling four million copies and going far beyond the traditional audience of business books. [1] The book was published on October 16, 2001. The Good to Great companies