Performance Measurement and Control Systems for Implementing Strategy Text and Cases: Pearson New International Edition/
- Pearson,
1. Organizational Tensions to be Managed 2. Basics for Successful Strategy 3. Organizing for Performance 4. Using Information for Performance Measurement and Control 5. Building a Profit Plan 6. Evaluating Strategic Profit Performance 7. Designing Asset Allocation Systems 8. Linking Performance to Markets 9. Building a Balanced Scorecard 10. Using Diagnostic and Interactive Control Systems 11. Identifying Strategic Risk 12. Managing Strategic Risk 13. Levers of Control for Implementing Strategy 14. Aligning Performance Goals and Incentives Case: ATH Technologies, Inc.: Making the Numbers Case: J Boats Case: MCI Communications: Planning for the 1990s Case: Asea Brown Boveri Case: ABB: Accountability Times Two (A) Case: ABB: Accountability Times Two (B) Case: ABB: The ABACUS System Case: Roy Rogers Restaurants Case: Codman & Shurtleff, Inc.: Planning and Control System Case: Hanson Ski Products Case: Walker and Company: Profit Plan Decisions Case: Compagnie du Froid, S.A Case: Texas Eastman Company Case: Tennessee Controls: The Strategic Ranking Problem Case: Birch Paper Company Case: Polysar Limited Case: Purity Steel Corporation, 1995 Case: Western Chemical Corporation: Divisional Performance Measurement Case: Chadwick, Inc.: The Balanced Scorecard Case: Mobil USM&R (A): Linking the Balanced Scorecard Case: Citibank: Performance Evaluation Case: Turner Construction Company: Project Management Control Systems Case: Kidder, Peabody, & Co.: Creating Elusive Profits Case: Westchester Distributing, Inc. (A) Case: Automatic Data Processing: The EFS Decision Case: Automation Consulting Services Case: Becton Dickinson—Designing the New SOF Planning Process Case: Guidant Corporation: Shaping Culture Through Systems