Customer Reviews

Total Performance Scorecard: Redefining Management to Achieve Performance with Integrity

5 star:		(20)
4 star:		(1)
3 star:		(1)
2 star:		(0)
1 star:		(0)

 

 

I've been exploring the Balanced Scorecard model since 2003 and I found this book a cogent and succinct addition to some good material available on the model (e.g., the Paul Niven books and Dave Ulrich's Results-Based Leadership).
Dr. Rampersad moves from the organisation's Balanced Scorecard towards developing a personal scorecard. There is considerable material on competence assessment and development, which will be useful to people interested in this aspect of strengthening organisational competitiveness.
On the whole, a good read and recommended. The only reason for four stars is the high price for a relatively unknown author. In my opinion, this book should be priced in the $mid-20s.

For the first time an implementable solution for bringing personal ambitions and the company's objectives together. The basic scorecards of Kaplan and Norton only look at the business results and processes but have no eye for the human elements of its implementation. Whatever an organizations objectives are, it's only the people who can implement and define the quality and sincerity of vision, mission and values. If those are not aligned, implementation will fail, productivity and performance will not reach target, and many improvement plans will be short term and cosmetic. Excellent academic support of principal business experience.

"Dr. Rampersad's book is just as timely an exhortation to American business as was In Search of Excellence. In this case, the survival of corporations depends on possessing an integrity that can both fuel their drive for performance
and keep it in check. Such integrity cannot be legislated by government or management. Fortunately, Dr. Rampersad's processes bring organizations face-to-face with their own moral fiber (and many other important issues). He couldn't have come along at a better time." --George Cline, MBA, President, VitalConcern, Tampa, FL

"Total Performance Scorecard is a desperately needed direction that management of organizations should adopt. It stresses the importance and need of developing an organizational structure and philosophy that combines the goals and aspirations of the individual with those of the company. It is a melding process, which results in a corporate culture that is both individually and organizationally driven. The concepts embodied in this management concept
provide solutions to preserving and utilizing individual rights and capabilities while adjusting the organizational structure and philosophy to this new environment." --Edward H. Barker, Professor at University of LaVerne, CA

Äußerst systematisch aufgebaut, entwickelt Hubert Rampersad in einer stimulierenden und praxisnahen Sprache ein integriertes Managementsystem auf der gedanklichen Basis mehrerer erfolgreicher und äußerst aktueller Managementkonzepte, wie dem der Balanced Scorecard, dem des Total Quality Managements, des Wissens-, Kompetenz- und Performancemangements, des Changemanagements sowie dem der lernenden Organisation." --Professor Dr. Christian Schuchardt, Professor für BWL und Internationales Management an der School of International Business der Hochschule Bremen

"Successful companies are High Performance Systems, something that is true today even more than ever. A condition to make these levels of High Performance possible is the alignment of personal and organizational targets and interests, irrespective of company levels or sectors. The Total Performance Scorecard (TPS) is a new management instrument that introduces this alignment and creates value based, ethical acting on a sustainable foundation. Dr. Hubert Rampersad has achieved a large and very important jump forward with the presentation of this concept". Professor Dr. Kuno Rechkemmer, Director DaimlerChrysler, Germany

"The United States Air Force is trying to become more accountable for performance using the Balanced Scorecard method, but I like the way Dr. Hubert Rampersad has tied the BSC to a Personal Balanced Scorecard. It's almost like Kaplan & Norton meet Stephen Covey"- Bob Marx, United States Air Force

I am amazed with the fact that the Total Performance Scorecard (TPS) concept is spreading like gospel. Dr. Hubert Rampersad's innovative and pragmatic approach to combine organizational and personal performance agendas into one line of thinking helps organizational participants to come up with tangible solutions to current performance and leadership issues.-- Padmakumar Nair, Ph.D., D.Sc., MBA, Organization, Strategy and International Management, School of Management, University of Texas @ Dallas

"For organizational leaders looking to achieve outstanding results through the Balanced Scorecard, this book by Dr. Hubert Rampersad is essential reading. Through his exceptional framework of the Total Performance Scorecard (TPS), Dr. Rampersad takes the ideas of the Balanced Scorecard to even greater heights. His system creates a completely new vision for bringing individual, team and organizational performance to higher levels, through a comprehensive set of tools that can easily be applied to a broad range of organizational systems. The TPS goes beyond individual behavior to the more challenging goal of measuring and then changing organizational processes that limit and even impede individual performance. In this sense, it goes to the heart of a learning organization in which measuring systems facilitate the personal development of employees.
Peter Senge broke the mindset barrier and showed how systems thinking and system change are essential to support individual development. The strength of TPS, however, is that it measures personal development in the context of organizational development. This highly interactive process creates the foundation for dynamic change where everyone can benefit from constant learning and improvement. Dr. Rampersad's brilliance lies in bringing Peter Senge's ideas of system symbiosis into alignment with ideas of personal ambition, vision and mission. When leaders can accurately measure true performance - low, average or outstanding - it is possible for the ideal to become a reality. ".--George A. Kohlrieser, Professor of Leadership & Organizational Behavior IMD, Switzerland

"Hubert Rampersad's Total Performance Scorecard is management technology for the enlightened age. Rampersad beautifully explains how anyone can apply principles of motivational alignment and individualistic scorecard techniques to engineer an organization for continuous learning."--Dr. James O'Toole, Massachusetts Institute of Technology