Strategic Performance Management

Strategic Performance Management : Accounting for Organizational Control

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One of the most important challenges that people in senior management positions face is the responsibility of ensuring their organizations' effective practice of performance management. As this book reveals, performance management comprises an interdisciplinary field of study and practice that draws upon a wide set of business disciplines, including strategic management, organizational behaviour, organizational theory, and management accounting. This book provides a contemporary examination of theories, issues and practices related to performance management. An original performance management framework helps structure the book, and in particular the ordering and layout of the book's chapters. Unlike other performance management frameworks, the one used here is grounded in concrete organizational phenomena, therefore making it more accessible and meaningful to practitioners, scholars, and more

Product details

  • Hardback | 192 pages
  • 171 x 248mm
  • Taylor & Francis Ltd
  • London, United Kingdom
  • English
  • Metacognition in the Primary Classroom (PB 9781138842366); 14 Line drawings, black and white; 17 Tables, black and white; 14 Illustrations, black and white
  • 113894579X
  • 9781138945791

About Ralph Adler

Ralph Adler is Professor of Accounting at the University of Otago, New Zealand. He has taught graduate and undergraduate students in the USA and New Zealand for more than 25 years. Ralph is the Director of Otago's Centre for Organisational Performance Measurement and Management and serves as the Chairman of the Performance Measurement Association of Australasia. He qualified as a CPA (USA) in 1984 and was made a Fellow Chartered Accountant of CAANZ in 2016. Ralph is the past holder of the Coopers and Lybrand Peter Barr Fellowship and the American Chamber of Commerce Business Education Fellowship. He is a graduate of Colgate University (BA), Duke University (MBA), and State University of New York Albany (PhD).show more

Table of contents

1. Introduction Part I: Performance Management Understandings 2. What is performance management? 3. The rise of performance management 4. Theoretical foundations to performance management Part II: Understanding Strategy 5. Organisational goals and objectives 6. Strategy Part III: Four Primary Mechanisms of Performance Management 7. Organizational systems, processes and procedures 8. Organizational structure 9. Organizational culture 10. Selection, training and development Part IV: Environmental Context 11. External context 12. External context 13. Conclusionshow more