About this product

Product Identifiers

PublisherRoutledge

ISBN-100750677147

ISBN-139780750677141

eBay Product ID (ePID)2347288

Product Key Features

Number of Pages354 Pages

Publication NameTotal Performance Scorecard

LanguageEnglish

Publication Year2003

SubjectHuman Resources & Personnel Management, Total Quality Management, Motivational, General, Management, Organizational Development

TypeTextbook

Subject AreaBusiness & Economics

AuthorHubert Rampersad

FormatHardcover

Dimensions

Item Height1 in

Item Weight24.9 Oz

Item Length9.3 in

Item Width6.5 in

Additional Product Features

Intended AudienceCollege Audience

LCCN2002-043879

Reviews"'Total Performance Scorecard' is a through, systematic, and integrated approach to individual and organization success. It synthesizes and extends personal, leadership, and organization theories of change and success. It offers managers tools to do a complete physical for their organization and it offers individuals an encyclopedia of knowledge about personal success." - Dave Ulrich, Professor of Business, University of Michigan, Author of 'Results Based Leadership,' 'Why the Bottom Line Isn't,' and 'GE Workout' "This book should be read by anyone interested in affecting organizational improvement and change. By expanding and integrating concepts such as the Balanced Scorecard, Total Quality Management, Performance Management and Competence Management into one overall framework, which he calls the Total Performance Scorecard, Dr. Rampersad gives us a new blueprint for creating a learning organization in which personal and organizational performance and learning mutually reinforce each other." - Cornelis A. de Kluyver, Henry Y. Hwang Dean and Professor of Management, Peter F. Drucker Graduate School of Management, Claremont Graduate University, co-author of 'Strategy: A View From the Top' "There is often a disconnect between organizational goal-setting and the way individuals establish individual objectives and are reviewed. Total Performance Scorecard fills the gap with a complete system that unites individual and organizational performance scorecards, linking continuous improvement efforts with individual learning and development programs. If you are looking for a comprehensive toolkit for improving results in your company, this is the book to buy." - Philip Anderson, Professor of Entrepreneurship, INSEAD Alumni Fund Chair in Entrepreneurship, Director, 3i Venturelab "Hubert Rampersad takes the balanced scorecard and other management ideas and puts them in a framework of personal integrity. By unifying organizational change strategies with individual ethics he has written an outstanding synthesis which is addressed to the corporate challenges of managing in the 21st century." - Paul Bracken, Professor of Management, Yale School of Management "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 "A tool kit for executives who would aspire to run high performing learning organisations - managing to be at the same time immensely practical, current, ethical and integrated in its coverage of a large and challenging territory." - Professor Nigel Nicholson, Chairman, Organisational Behaviour Subject Area & Director, Centre for Organisational Research, London Business School "Hubert Rampersad has amassed and synthesized a huge amount of material... The book serves as a practical guide, in that there are numerous exercises and business illustrations." - From the Foreword by Dorothy Leonard, The William J. Abernathy Professor of Business Administration, Harvard Business School, author of 'Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation' and co-author of 'When Sparks Fly: Igniting Creativity in Groups' "Dr. Rampersad's latest book makes a most useful contribution to the never-ending challenge of aligning individual motivations and behaviors with - Jon R. Katzenbach, co-author of the international bestseller 'The Wisdom of Teams' and editor of 'The Work of Teams,' a Harvard Business Review compendium "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 wi, "Hubert Rampersad takes the balanced scorecard and other management ideas and puts them in a framework of personal integrity. By unifying organizational change strategies with individual ethics he has written an outstanding synthesis, which is addressed to the corporate challenges of managing in the 21st century."Paul Bracken, Professor of Management, Yale School of Management "This book should be read by anyone interested in affecting organizational improvement and change. By expanding and integrating concepts such as the Balanced Scorecard, Total Quality Management, Performance Management and Competence Management into one overall framework, which he calls the Total Performance Scorecard, Dr. Rampersad gives us a new blueprint for creating a learning organization in which personal and organizational performance and learning mutually reinforce each other." Cornelis A. de Kluyver, Henry Y. Hwang Dean and Professor of Management, Peter F. Drucker Graduate School of Management, Claremont Graduate University. "Hubert Rampersad has amassed and synthesized a huge amount of material . . . The book serves as a practical guide, in that there are numerous exercises and business illustrations."From the Foreword by Dorothy A. Leonard, The William J. Abernathy Professor of Business Administration, Harvard Business School. "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 OToole, Massachusetts Institute of Technology "Total Performance Scorecard is a thorough, systematic, and integrated approach to individual and organization success. It synthesizes and extends personal, leadership, and organization theories of change and success. It offers managers tools to do a complete physical for their organization and it offers individuals an encyclopedia of knowledge about personal success." Dave Ulrich, Professor of Business, University of Michigan. "There is often a disconnect between organizational goal-setting and the way individuals establish individual objectives and are reviewed. Total Performance Scorecard fills the gap with a complete system that unites individual and organizational performance scorecards, linking continuous improvement efforts with individual learning and development programs. If you are looking for a comprehensive toolkit for improving results in your company, this is the book to buy." Philip Anderson, Professor of Entrepreneurship, INSEAD Alumni Fund Chair in Entrepreneurship, Director, 3i Venturelab "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. Rampers

IllustratedYes

Table Of ContentPreface 1. Introduction Part one: The Foundations of Total Performance Scorecard 2. Total Performance Scorecard The TPS-ConceptThe Balanced Scorecard The TPS-Cycle 3. Formulating the Balanced Scorecard Formulating the Personal Balanced Scorecard Formulating the Organizational Balanced Scorecard 4. Communicating with and Linking the Balanced Scorecard Communicating the Balanced Scorecard Linking the Balanced Scorecard 5. Improving Process Selection Process Evaluation Process Improvement Personal Improvement 6. DevelopingIntroduction Result Planning Coaching Appraisal Job-Oriented Competence Development 7. Reviewing and Learning Reviewing Learning Part two: Organizational Requirements 8. Teamwork Team Composition, Team Roles and Core Qualities Team Development Interpersonal communication Coaching of Team Members Leadership Styles Effective Meeting Team Review 9. Organization for Continuous Improvement Improvement Teams Improvement Circles 10. Managing Change 11. Organizational Culture Epilogue Appendix I: Appraisal Forms Business Jet Appendix II: 360º - Feedback Business Jet Appendix III: TPS-Quick Scans References Index

SynopsisIn the post-Enron climate corporate executives are increasingly pressured to increase productivity and create an ethical, trustworthy organizational climate. 'Total Performance Scorecard' introduces a concept of organizational improvement and change management that combines the Balanced Scorecard model with the learning organization theory. The TPS contains a personal balanced scorecard, which is tied to an organizational balanced scorecard. These scorecards reflect not only performance goals but personal learning and growth goals as well, and the organizational scorecards also address organizational climate issues. Continuous improvement, change management, 360 degree feedback, and the learning organization are theories that the TPS makes use of in a very straightforward way. If implemented, the TPS enables a company to tie personal goals to organizational goals and tie personal performance to organizational performance, all within a culture that supports integrity, personal growth, learning, and open communication. Nirvana!, In the post-Enron climate corporate executives are increasingly pressured to increase productivity and create an ethical, trustworthy organizational climate. 'Total Performance Scorecard' introduces a concept of organizational improvement and change management that combines the Balanced Scorecard model with the learning organization theory. The TPS contains a personal balanced scorecard, which is tied to an organizational balanced scorecard. These scorecards reflect not only performance goals but personal learning and growth goals as well, and the organizational scorecards also address organizational climate issues. Continuous improvement, change management, 360 degree feedback, and the learning organization are theories that the TPS makes use of in a very straightforward way. If implemented, the TPS enables a company to tie personal goals to organizational goals and tie personal performance to organizational performance, all within a culture that supports integrity, personal growth, learning, and open communication. Nirvana

LC Classification NumberHD62.15.R3598 2003

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Total Performance Scorecard by Hubert Rampersad (2003, Hardcover)

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