GERIR O DESEMPENHO. De acordo com Mike Bourne (Centre for Business Performance, Cranfield University School of Management), responsável pelo tópico sobre gestão do desempenho na EURAM 2005, gerir o desempenho implica:
"Performance measurement and the Balanced Scorecard have recently received much attention. Today, traditional financial and accounting systems are being replaced by more balanced performance measurement frameworks, being more externally focused, inclusive of diverse stakeholders and forward looking. There is still an interest in how to design, implement and use such systems and frameworks, but the debate is moving onto "how does performance measurement integrate with other organisational management systems and processes?" "does performance measurement have a positive impact on performance?" "if not, under what circumstances is performance measurement effective and not effective?" This track will look at performance measurement theory and practice across both the public and private sectors. Subjects will include: The design, implementation and use of performance systems; Performance measurement context, process and content; Performance measurement frameworks; The development of performance measurement systems; Updating and refreshing performance measurement systems; Measure and measurement system review practices and audit techniques; The impact of performance measurement on intermediate factors and on overall organisational performance; Theoretical developments in performance measurement; Critical appraisal of measurement frameworks; Dysfunctional aspects of performance measurement; The use of performance measurement in public sector and not for profit organisations; The link between performance measurement and strategy; The link between performance measurement and the planning and budgeting processes; The link between performance measurement and compensation; The measurement of intangible assets; Performance measurement across supply chains and extended enterprises; Forward looking measures and predicting performance."
"Performance measurement and the Balanced Scorecard have recently received much attention. Today, traditional financial and accounting systems are being replaced by more balanced performance measurement frameworks, being more externally focused, inclusive of diverse stakeholders and forward looking. There is still an interest in how to design, implement and use such systems and frameworks, but the debate is moving onto "how does performance measurement integrate with other organisational management systems and processes?" "does performance measurement have a positive impact on performance?" "if not, under what circumstances is performance measurement effective and not effective?" This track will look at performance measurement theory and practice across both the public and private sectors. Subjects will include: The design, implementation and use of performance systems; Performance measurement context, process and content; Performance measurement frameworks; The development of performance measurement systems; Updating and refreshing performance measurement systems; Measure and measurement system review practices and audit techniques; The impact of performance measurement on intermediate factors and on overall organisational performance; Theoretical developments in performance measurement; Critical appraisal of measurement frameworks; Dysfunctional aspects of performance measurement; The use of performance measurement in public sector and not for profit organisations; The link between performance measurement and strategy; The link between performance measurement and the planning and budgeting processes; The link between performance measurement and compensation; The measurement of intangible assets; Performance measurement across supply chains and extended enterprises; Forward looking measures and predicting performance."
