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MBA 520 MBA520 MBA/520 5.1 Performance Management

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MBA 520 MBA520 MBA/520 5.1 Performance Management

MBA520 Performance Measurement and Accounting Systems____________________________

Week 5 –5.1Performance Management

(The following are excerpts from: Performance Management, by Cokins, John Wiley & Sons, Inc., 2004)

Organizational Direction, Traction, and Speed

Direction, traction, and speed. When you are driving a car or riding a bicycle, you directly control all three. You can turn the steering wheel or handle bars to change direction.

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MBA 520 MBA520 MBA/520

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MBA 520 MBA520 MBA/520 5.1 Performance Management

MBA520 Performance Measurement and Accounting Systems____________________________

Week 5 –5.1Performance Management

(The following are excerpts from: Performance Management, by Cokins, John Wiley & Sons, Inc., 2004)

Organizational Direction, Traction, and Speed

Direction, traction, and speed. When you are driving a car or riding a bicycle, you directly control all three. You can turn the steering wheel or handle bars to change direction.

You can downshift the gears to go up a steep hill to get more traction. You can step on the gas pedal or pump your legs harder to gain more speed.However, senior executives who manage organizations do not have direct control of their organization’s traction, direction, and speed.

Why not? Because they can only achieve improvements in these through influencing people–namely, their employees. And employees can sometimes act like children:

They don’t always do what they’re told, and sometimes their behavior is just the opposite!This book is about giving managers and employee teams of all levels the capability to improve their organization’s direction, traction, and speed–and most importantly, to move it in the right direction.

That direction should be as clear and focused as a laser beam, pointing toward its defined strategy.

The Relentless Pressure to Perform

There are never-ending obstacles and challenges for managers seeking to line up and leverage an organization’s energies, and these obstacles often surface as questions. In an unforgiving economy, executives from all functions are asking tough questions:

Chief executive officers are asking, “How can we position the company for profitable growth by integrating our strategy with daily operations? How can we foster innovation without losing control?

How do we win?” Chief financial officers are asking, “How can we move beyond the role of the cost-cutting police to be viewed as a strategic partner? How can we report reliable profit and cost data, rather than misleading information flawed with improper arbitrary cost allocations? How can we provide more visibility?”

Senior human resource and information technology managers ask, “How can we appear to be a service provider and establish service level agreements with equitable charge-back reporting to our users?

How do we prove our value to the organization?” Sales and marketing executives are asking, “How do we identify and retain our more profitable customers? How do we profitably add services to our increasingly commodity like products and base service lines in order to differentiate ourselves from competitors?”

Each of these questions arises due, in part, to the complexity of today’s organizations, but the questions are not really new. What is new is the pressure to get the correct answers from increasingly complex and interdependent processes.

Furthermore, some problems are made more difficult to solve by information technology systems that were, ironically, implemented as solutions, not problems–such as diverse nonstandard software packages, legacy systems, and incompatible computing platforms

MBA 520 MBA520 MBA/520 5.1 Performance Management

MBA 520 Managerial Accounting School: Champlain College *Professor:Micelli, N/A Documents (26) Q&A (142) Textbook Exercises Managerial Accounting Documents All (26) Assessments Assignments Essays Homework Help

(3) Lab Reports Lecture Slides Lesson Plans Notes (2) Syllabi Test Prep (3) Showing 1 to 26 of 26 Sort by: Most Popular 2 pagesChapter 2 HW 2.2Chapter 2 HW 2.2 Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now Chapter 2 HW 2.2 2 pagesChapter 2 HW 2.1Chapter 2 HW 2.1 Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now Chapter 2 HW 2.1 7 pages1.1 Introduction to Performance Measurement1.1 Introduction to Performance Measurement Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 1.1 Introduction to Performance Measurement 33 pagesQUIZ-BAA-785.pdfQUIZ-BAA-785.pdf Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now QUIZ-BAA-785.pdf 17 pagesQUIZ-BAC-789.pdfQUIZ-BAC-789.pdf Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now QUIZ-BAC-789.pdf 5 pagesMBA 521 Week 8 Ass 1.docxMBA 521 Week 8 Ass 1.docx Champlain College

MBA 520 – Fall 2019 Register Now MBA 521 Week 8 Ass 1.docx 6 pagesMBA 521 Week 5 Ass 1.docxMBA 521 Week 5 Ass 1.docx Champlain College

MBA 520 – Fall 2019 Register Now MBA 521 Week 5 Ass 1.docx 6 pagesMBA 521 Week 3 Ass 1.docxMBA 521 Week 3 Ass 1.docx Champlain College

MBA 520 MBA520 MBA/520 5.1 Performance Management

MBA 520 – Fall 2019 Register Now MBA 521 Week 3 Ass 1.docx 6 pagesMBA 521 Week 4 Ass 1.docxMBA 521 Week 4 Ass 1.docx Champlain College

MBA 520 – Fall 2019 Register Now MBA 521 Week 4 Ass 1.docx 5 pagesMSEL 520 Week 1 Ass 2.docxMSEL 520 Week 1 Ass 2.docx Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now MSEL 520 Week 1 Ass 2.docx 7 pagesMSEL 520 Week 8 Ass 1.docxMSEL 520 Week 8 Ass 1.docx Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now MSEL 520 Week 8 Ass 1.docx 5 pagesMSEL 520 Week 3 Ass 2.docxMSEL 520 Week 3 Ass 2.docx Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now MSEL 520 Week 3 Ass 2.docx 11 pagesManagerial Accounting- NotesManagerial Accounting- Notes Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now Managerial Accounting- Notes 1 pagestest 1test 1 Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now test 1 10 pages5.8 ABC5.8 ABC Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 5.8 ABC 10 pages4.2 Benchmarking4.2 Benchmarking Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 4.2 Benchmarking 8 pages4.3 Cost Allocation4.3 Cost Allocation Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 4.3 Cost Allocation 10 pages6.1 Relevant Costing6.1 Relevant Costing Champlain College Managerial Accounting

MBA 520 MBA520 MBA/520 5.1 Performance Management

MBA 520 – Spring 2016 Register Now 6.1 Relevant Costing 5 pages5.1 Performance Management5.1 Performance Management Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 5.1 Performance Management 4 pages5.4 Strategy Maps and Scorecards as Solutions5.4 Strategy Maps and Scorecards as Solutions Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 5.4 Strategy Maps and Scorecards as Solutions 5 pages5.3 Problems and Solutions5.3 Problems and Solutions Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 5.3 Problems and Solutions 4 pages5.9 ABM5.9 ABM Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 5.9 ABM 2 pages5.6 Scorecards and Strategy Maps5.6 Scorecards and Strategy Maps Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 5.6 Scorecards and Strategy Maps 1 pages5.2 Strategy Maps5.2 Strategy Maps Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 5.2 Strategy Maps 1 pages4.1 Performance Measurement Applications (1)4.1 Performance Measurement Applications (1) Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 4.1 Performance Measurement Applications (1) 48 pagesedm73215_ch02 (1)edm73215_ch02 (1) Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now edm73215_ch02 (1) Managerial Accounting Tests Questions & Answers Showing 1 to 8 of 142 View all Which of the following would be classified as a financing activity on a statement of cash flows? A)

MBA 520 MBA520 MBA/520 5.1 Performance Management

Declaration and distribution of a stock dividend B) Payment 1 2 3 4 5 On August 5, 2018, Famous Furniture shipped 40 dining sets on consignment to Furniture Outlet, Inc. The cost of each dining set was $350 each. The cost of 1 2 3 4 5

Which of the following would be included in the Lease Receivable account? Guaranteed residual value. Unguaranteed residual value. Executory costs Penalty for 1 2 3 4 5 On January 1, 2018, Newlin Co. has the following balances: Projected benefit obligation $3,500,000 Fair value of plan assets 3,000,000 The settlement rate is 1 2 3 4 5

The following information for Cooper Enterprises is given below: December 31, 2018 Assets 1 2 3 4 5 Presented below is information related to Jensen Inc. pension plan for 2018. Service cost $1,360,000 Actual return on plan ass 1 2 3 4 5

Wilcox Corporation reported the following results for its first three years of operation: 2017 income (before income taxes) $ 300,000 2018 loss (before income 1 2 3 4 5 Mitchell Corporation prepared the following reconciliation for its first year of operations: Pretax financial income for 2018 $ 1,800,000 Tax e 1 2 3 4 5

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