A. PERFORMANCE MANAGEMENT SYSTEM IN PRIVATE SECTOR
B. INTERLINKING OF CRITICAL SUCCESS FACTORS AND KEY PERFORMANCE INDICATORS TO PERFORMANCE MEASUREMENT
Do You Know? How to identify Critical Success Factors and Key Performance Indicators
One. Pros and Cons of the use of Performance Measures
STRATEGIC COST AND PERFORMANCE MANAGEMENT
Two point one Gross Profit
The Benefits and Drawbacks of Using Gross Profit as a Performance Measure -
Two point two Return on Capital Employed (ROCE)
STRATEGIC PERFORMANCE MEASURES IN PRIVATE SECTOR
Return of Capital Employed (ROCE)
Two point three Return on Investment
Two point four Residual Income
STRATEGIC COST and PERFORMANCE MANAGEMENT
Two point five Earnings Per Share
STRATEGIC PERFORMANCE MEASURES IN PRIVATE SECTOR
But at the same point, it has certain limitations as well -
Two point six Economic Value Added
Two point six point one Calculation of Economic Value Added
Two point six point two Limitations of Economic Value Added
Three. Non-Financial Performance Measures
Quality of product and service
Three point one. Balanced Scorecard - linkage between performance measures
Three point one point one. Kaplan and Norton classified performance measures into four business 'perspectives':
Customer Perspective: "How Do Customer View Us?"
STRATEGIC PERFORMANCE MEASURES IN PRIVATE SECTOR
Internal Business Perspective: "At What Must We Excel?"
Zero Learning and Growth Perspective: "How Do We Continue to Improve and Create Value?"
Three point one point two. Why does Balanced Scorecard fail to provide the desired results?
STRATEGIC PERFORMANCE MEASURES IN PRIVATE SECTOR
Three point one point three Linkage between performance measures
STRATEGIC COST and PERFORMANCE MANAGEMENT
Example - A Generic Balanced Scorecard
Three point two Performance Pyramid - Link Strategy, Operations, and Performance
Three point two point one Link Strategy, Operations, and Performance
Forecast of PEL's Financial and Non-Financial Data
Production Achieving Design Quality Standards
Cost of After-Sales Service (rupees lakhs)
Average Cycle Time (Customer Enquiry to Delivery) (weeks)
Idle Machine Capacity (percent)
Three point three The Building Block Model - link between achievement of the corporate strategy and the management of human resources
STRATEGIC PERFORMANCE MEASURES IN PRIVATE SECTOR
Three point four Triple Bottom Line.
Three point four point one Dimension (sets) of TBL.
D. The Role of Quality in Performance Measurement Systems, Especially in Context of Management Information.
The role of quality in performance management system (PMS) can be seen in the following contexts -
Two. Role of quality management system as sub-set or support system to PMS.
Three. Role of lean production system as sub-set or support system to PMS.
Four. Quality in Management Information Systems
Integration of Financial and Non- Financial Measures
TEST YOUR KNOWLEDGE- MCQS
Economic Value Added (EVA)
Financial data for X Greetings
STRATEGIC PERFORMANCE MEASURES IN PRIVATE SECTOR
STRATEGIC PERFORMANCE MEASURES IN PRIVATE SECTOR
STRATEGIC COST AND PERFORMANCE MANAGEMENT
Mission, Vision and Objectives
Extracts from the Balanced Scorecard
(ii) Calculation of Return on Investment of New Product Line
two. Regulatory ROCE: Target seven point zero zero percent
Six. Internal Business Process Perspective
Learning and Growth Perspective
Seven. one STRATEGIC PERFORMANCE MEASURES IN PRIVATE SECTOR
STRATEGIC COST AND PERFORMANCE MANAGEMENT
Nine. Aspects that need to be reported in the TBL report: