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Goodhart's law is an adage often stated as, "When a measure becomes a target, it ceases to be a good measure". [1] It is named after British economist Charles Goodhart, who is credited with expressing the core idea of the adage in a 1975 article on monetary policy in the United Kingdom: [2]
Management by objectives (MBO), also known as management by planning (MBP), was first popularized by Peter Drucker in his 1954 book The Practice of Management. [1] Management by objectives is the process of defining specific objectives within an organization that management can convey to organization members, then deciding how to achieve each objective in sequence.
What's done cannot be undone. – To bed, to bed, to bed!" [3] Shakespeare did not coin the phrase; it may actually be a derivative of the early 14th-century French proverb: Mez quant ja est la chose fecte, ne peut pas bien estre desfecte, which is translated into English as "But when a thing is already done, it cannot be undone".
Campbell's law is an adage developed by Donald T. Campbell, a psychologist and social scientist who often wrote about research methodology, which states: . The more any quantitative social indicator is used for social decision-making, the more subject it will be to corruption pressures and the more apt it will be to distort and corrupt the social processes it is intended to monitor.
S.M.A.R.T. (or SMART) is an acronym used as a mnemonic device to establish criteria for effective goal-setting and objective development. This framework is commonly applied in various fields, including project management, employee performance management, and personal development.
Beyond her famous quote, “When someone shows you who they are, believe them the first time,” Angelou's words offer incredible insight into the human condition.
The correct quote is 'If you build it, he will come.' 'Wall Street' Though Gordon Gekko definitely thinks greed is good, his quote is actually 'Greed, for lack of a better word, is good.'
Academic articles that provide critical reviews of performance measurement in specific domains are also common—e.g. Ittner's observations on non-financial reporting by commercial organisations,; [10] Boris et al.'s observations about use of performance measurement in non-profit organisations, [11] or Bühler et al.'s (2016) analysis of how external turbulence could be reflected in ...