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M5: Performance management - Coggle Diagram
M5: Performance management
Part A: The role of performance management
Financial performance management
Non-financial performance management
Performance management and its links to strategy
The measurability and reporting of performance
What is ‘performance’ and ‘performance management’?
The multiple roles of performance management
Performance—a process of value creation
Performance and sustainability
Integrated reporting
Signalling
Governance, risk and performance management
Ethics and performance management
Theories related to performance management
Part B: Strategy, management control and performance management
Performance management and control—their role in strategy
Limitations of traditional controls
Models of performance management
The Business Model Canvas
The balanced scorecard
Frameworks for performance management
Designing a balanced scorecard
Public sector and not-for-profit performance management
Designing a strategy map for performance management
Leading and lagging measures of performance
Operational and strategic performance
Cascading performance measures
The role of information systems in performance management
The role of performance management in implementing and monitoring strategy
Part C: Determining performance measures and setting performance targets
Designing SMART performance targets
Characteristics of performance measures and targets
Measuring efficiency, effectiveness and equity
Costs and benefits of performance management
Designing performance measures
Performance management, power and culture
Performance management for performance improvement
Trends
Benchmarking
Targets
Organisational learning and performance improvement
The importance of performance improvement
Behavioural consequences of performance management
Performance measures and performance targets
The role of incentives and rewards in performance management