12+
Оглавление - Management by Objectives and Tasks
Company transformation using KPI-Pro technology
- Introduction
- Chapter I. BASICS OF MANAGEMENT BY OBJECTIVES
- 1.1. How does the management system work?
- 1.2. Five management ways
- 1.3. What are objectives and tasks?
- 1.4. Rules for setting tasks
- 1.5. Requirements for objectives
- 1.6. Balance of objectives
- 1.7. Quality of objectives
- 1.8. The phenomenon of objective dispersion
- 1.9. Reasons for the objective dispersion
- 1.10. Management-by-Objectives method
- 1.11. KPI-Pro Technology
- Chapter II. ORGANIZATIONAL PHILOSOPHY
- 2.1. The concept of strategy
- 2.2. Four levels of strategy
- 2.3. What is organizational philosophy?
- 2.4. Mission of the organization
- 2.5. Corporate values
- 2.6. Strategic vision
- 2.7. How to develop VISION?
- 2.7.1. Strategic challenges
- 2.7.2. Business scale
- 2.7.3. Competitive appearance
- 2.7.4. Strategic changes
- 2.8. Business-idea
- 2.9. Strategic principle
- Chapter III. BUSINESS-MODEL AND STRATEGY
- 3.1. What is a business-model?
- 3.2. Business cycle of an organization
- 3.3. Forms of business-models
- 3.4. CANVAS template
- 3.5. New business-model template
- 3.6. Building a business-model
- 3.6.1. Types of activities
- 3.6.2. Products
- 3.6.3. Clients
- 3.6.4. Regions
- 3.6.5. Focus of competition
- 3.6.6. Customer Value Proposition
- 3.6.7. Unique selling proposition
- 3.6.8. Interaction with clients
- 3.6.9. Sales channels
- 3.6.10. Key resources
- 3.6.11. Partners and suppliers
- 3.6.12. Revenue structure
- 3.6.13. Cost structure
- 3.7. Business-model development
- 3.7.1. Three Choices of an Entrepreneur
- 3.7.2. Business-model optimization
- 3.7.3. Business model transformation
- 3.7.4. Goal business-model
- Chapter IV. STRATEGIC OBJECTIVES, INDICATORS AND TASKS
- 4.1. Balanced Scorecard
- 4.2. How to “digitize” the company’s strategy?
- 4.3. Strategic objectives
- 4.3.1. Methodology of strategic objective setting
- 4.3.2. How to formulate objectives?
- 4.3.3. Financial objectives
- 4.3.4. Market objectives
- 4.3.5. Process objectives
- 4.3.6. Development objectives
- 4.4. Strategic map
- 4.5. Strategic indicators
- 4.6. Strategic tasks
- 4.6.1. From objectives to indicators and tasks
- 4.6.2. Planning goal bars
- 4.7. Development programs and projects
- 4.7.1. Implementation of the corporate strategy
- 4.7.2. Implementation of the competitive strategy
- 4.8. Three dimensions of a strategic map
- Chapter V. ORGANIZATIONAL STRUCTURE
- 5.1. Classification of organizational structures
- 5.2. The general scheme of the organizational structure
- 5.3. Key principles of building organizational structures
- 5.4. Typical structural departments
- 5.5. Types of administrative structures
- 5.6. Enterprise restructuring
- Chapter VI. OFFICIAL FUNCTIONAL
- 6.1. What is an official functional?
- 6.2. How to determine official functional
- 6.3. The concept of a labor function
- 6.4. Two ideas and two methods
- 6.5. Disadvantages of the descriptive method
- 6.6. The product method
- 6.7. How not to formulate functions
- 6.8. How to formulate functions
- 6.9. How to transfer strategy to the level of departments and employees
- 6.10. Technology of determining labor functions
- 6.11. Defining vertical functions
- 6.12. 5D-matrix method
- 6.12.1. Functions of the CEO
- 6.12.2. Functions of top managers
- 6.12.3. Functions of department heads
- 6.12.4. Employee functions
- 6.13. Definition of horizontal functions
- 6.14. Who are internal clients?
- 6.15. Negotiations with internal clients
- 6.16. Presentation of labor functions and demands
- 6.17. On the benefits of labor functions
- 6.18. How to move from functions to duties and authorities
- 6.18.1. Defining duties and authorities
- 6.18.2. The structure of the job description
- Chapter VII. LIBRARIES OF PERFORMANCE INDICATORS
- 7.1. How to measure labor functions
- 7.2. Methodology for developing indicators
- 7.3. What does the library of indicators look like?
- 7.4. Three levels of indicators
- Chapter VIII. KEY OBJECTIVES, INDICATORS AND TASKS
- 8.1. Management by objectives technology
- 8.2. Defining key objectives
- 8.2.1. How do functions and objectives relate?
- 8.2.2. Operational goal-setting methodology
- 8.2.3. Specification of objectives
- 8.2.4. Objective filtering
- 8.2.5. Objective cascading
- 8.3. Development of the KPI system
- 8.3.1. What is a KPI?
- 8.3.2. What is measured by KPI
- 8.3.3. Types of indicators
- 8.3.4. Quantitative and qualitative indicators
- 8.3.5. Examples of qualitative indicators
- 8.3.6. Two approaches to KPI development
- 8.3.7. Selection and coordination of indicators
- 8.3.8. The indicator passports
- 8.4. Goal Agreements
- 8.4.1. What is a Goal Agreement?
- 8.4.2. Determining the weights of indicators
- 8.4.3. Forms of indicators
- 8.4.4. Calculation of KPI indexes and utility rating
- 8.4.5. Four levels of results
- 8.4.6. Assessment of qualitative indicators
- 8.5. Control and feedback
- 8.5.1. Dynamics of indicators
- 8.5.2. Performance reviews
- 8.6. Presentation of results
- 8.6.1. The effect of mutual comparison
- 8.6.2. How to present the results of the work
- Chapter IX. PERFORMANCE-RELATED PAY
- 9.1. Basic approaches to payment of labor
- 9.2. Salary structure
- 9.3. What is Performance-Related Pay?
- 9.4. Two approaches to calculating the PRP
- 9.5. Possible calculation schemes
- 9.6. What is a “plan” and a “threshold”?
- 9.7. Calculation of PRP based on the utility rating
- 9.7.1. Graphical calculation scheme
- 9.7.2. Calculation formula
- 9.7.3. Three calculation options
- 9.8. Calculation of PRP based on KPI indexes
- 9.8.1. Graphical calculation scheme
- 9.8.2. Calculation formulas
- 9.9. Methodology of performance-related pay
- 9.10. Ten rules for performance-related pay
- Chapter X. IMPLEMENTATION AND DEVELOPMENT OF KPI-Pro TECHNOLOGY
- Chapter XI. INSTEAD OF A CONCLUSION
- 11.1. Main mistakes and barriers
- 11.2. Disadvantages of KPI-based goal management
- 11.3. Advantages of KPI-based goal management
- Bibliography (in Russian)
- Contacts