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CHAPTER 5 : Performance management - Coggle Diagram
CHAPTER 5 : Performance management
A.Role
NPS
Role
Corporate social responsibility
Integrated reporting
XBRL
GRI
Signalling
Pursue value creation
Measurability and reporting
Mistake
Useful =Measurable
Things not measure is not important
Measure what is easy to measure
Performance measure vs. performance indicators
Performance management
Non-financial performance management
Financial performance management
Corporate governance
Conformance + Performance
Guidelines
COSO Enterprise risk management
ASX (2014) Corporate Governance Principles and Recommendations
AS/NZS Risk management
ASIC +FRC
Performance measurement
Financial+ non-financial
Subjective judgement
Non-financial
Financial
Ethics
Code of ethics
Professional competence & due care
Confidentiality
Objectivity
Professional behaviour
Integrity
Threat
Advocacy
Familarity
Self review
Intimidation
Self interest
Performance
Discrete event
Quantitatiive or qualitative
Other theory
Agency theory
Contigency theory
B. Strategy, management control & performance management
Framework
BSC
4 Perpectives
Customer
Process
Financial
Learning & innovation
Design a BSC
Other
EFQM
Six Sigma
Result and determinants
Performance prism
Performance pyramid
Canvas
Public and non profit sector
Measure
Leading
Lagging
Strategy map
Cause- effect relationship
Model of performance management
Strategic
Operational
Cascading
Limitation of traditional control
Information system's role
Role of performance management in strategy
Decision making
Management control
Cybernetic control + feedback
Strategy
Performance management's role in strategy implementation
C. Determining performance measure and target
Power & Culture
Performance improvement
Trend
Benchmark
Internal
External
Target
Balance
Predictive model
Cost-benefit
Cost vs. benefit
Learning and improvement
Charateristic of measures/ target
Clarity
Timeliness
Reliability
Accessibility
Validity
Controllability
Bahavioral sequences
Sub-optimal
Substitution
Tunnel vision
Fixated
Gaming & biasing
Smoothing performance
Designing target
SMART
Achievable
Relevant
Measurable
Timely
Specific
Incentives + rewards
Designing performance measure
Balance of efficiency + effectiveness +equity