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Beyond Performance Management: Why, When, and How to Use 40 Tools and Best Practices for Superior Business Performance Hardcover – February 7, 2012
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This is not an ordinary primer on management tools. With Hope as co-author, there is a deeper level of analysis. His critique centres not on the tools but on the people who use them. Ultimately, his book amounts to a strong critique of managers. [It] will challenge their prejudices about some management tools at least and force them to consider whether the weaknesses they perceive lie not in the tools but within themselves.” Beyond Performance Management is Hope’s last book, as he died shortly before it went to press. He will be missed for his plain-speaking and incisive, unsparing critique of modern management, at a time when those qualities are very badly needed.” The Financial Times
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Top Customer Reviews
Most management tools are either badly chosen or poorly implemented, according to the authors. The book aims to re-examine and re-present 40 different management tools and practices for a new management age. The tools and practices are grouped into five categories: strategic planning, shareholder and customer value, lean cost management, performance measurement and performance evaluation. For each of the tools and practices, the authors provide a description and assessment of effectiveness, an explanation of the possible benefits, and a list of actions that you should and should not take to maximise the potential of the tool or practice.
The authors list positives and negatives for each of the tools and practices, so it is hard to pin down their specific preferences. However, I gained the strong impression that they feel that "command and control" style management is bad, "empower and adapt" is good. Strategic planning is past its use-by date because it is "command and control" and the world moves too quickly nowadays, but the balanced scorecard is good provided it is used to "empower and adapt" and not to "command and control". Lean anything (manufacturing, services, accounting) and rolling forecasts are good, but budgets and Enterprise Resource Planning systems are bad. Executive bonuses are bad, but profit-sharing schemes are good.
Most managers who have experience with a range of the tools and practices covered in the book will find some areas of disagreement with the authors.Read more ›
o What is this practice and how effective is it?
o What is the performance potential of this practice?
o What actions do you need to take or avoid maximizing the potential of this practice?
o Conclusions (i.e. summary points)
o Further reading (excellent suggestions to those who "want to know more" about the given subject
To what does the word "Beyond" refer in this book's title? Although Hope and Player do not provide a specific explanation, my inference is that whatever is effective management today may not (indeed, will probably not be) adequate to meet tomorrow's challenges. Especially in today's global business world, change is the only constant. Moreover, the challenge to change management is exacerbated by the ever-increasing speed, complexity, and impact of the changes that occur.Read more ›
So how do leaders and managers differentiate between all of the management systems and tools--and pick the right one, at the right time, for the right reason?
Harvard Business Review Press has come to the rescue with this terrific new book. It's a keeper.
Authors Jeremy Hope and Steve Player write, "Many tools and practices suffer from poor practice. And having absorbed huge amounts of management time and expense, companies abandon many tools as the consultants move out and the internal project champions move on. Abortive tools and systems are a major source of management frustration, added complexity, and wasted time and cost."
They add, "Too many organizations rush into buying and implementing tools without first considering the fundamental question: which problem are we trying to solve? Framing and answering this question would avoid many expensive mistakes."
Or as Peter Drucker said, "I was taught that you make a diagnosis before you operate. And nine times out of ten, when you make the diagnosis, you don't operate."
The workplace has changed, of course, since many of the classic management tools were born. Many of these tools still work yet, say the authors, but must be applied with "empower and adapt" management models versus the old "command and control" top-down approach.Read more ›
Most Recent Customer Reviews
Very impressively covers the whole range of performance assessment. A must for any CEO or manager (financial or otherwise) who wants to find new ways to improve the monitoring of... Read morePublished 3 days ago by Amazon Customer
This book has very good content, and it is very good high level overview of a lot of different Performance Mgmt. toolsPublished 10 months ago by andyR
Read everything Jeremy Hope writes!!! This book is especially important for enterprise people trying to measure things and figure out what to do with their companies. Read morePublished 11 months ago by David Siegel
I'm at the end of an MBA program, and this book is like cliff notes of the entire program. It's a great reference/starting point for many different business topics. Read morePublished 16 months ago by Norville Rogers
More of a reference than a good read. I do like how it covers all management processes. Good to keep aroundPublished 24 months ago by Regan Ford
This was purchased for a college course, and it helped me a great deal get through the class, and I learned a lot, too.Published on May 22, 2013 by Gina F. Yoakum
This book provides 40 great tools for strengthening organizational performance, including:
- mission statements
- balanced scorecard
- knowledge management
-... Read more