BUSINESS APPRAISAL Books and pamphlets Britains most admired companies 1998 Management Today sl &nbsp1998 000p 55.

00 A study commissioned by Management Today to evaluate and rank corporate reputation. The survey covers Britain's ten largest companies in 26 sectors and participants were asked to rate each company for their performance in nine key characteristics. Company rankings for each sector and each characteristic are presented as well as a full listing of all companies. The results of a second question about the most admired companies regardless of size or sector are also presented in tables. 338.45:658.011(41-4) Pamphlet

Measuring business performance Andy Neely London &nbspEconomist Books &nbsp1998 208p ISBN: 1861970552 20.00 The author looks at why businesses should measure their performance, what should be measured and how measurements should be made. 338.9:658

EVA : the real key to creating wealth Al Ehrbar New York NY &nbspJohn Wiley &nbsp1998 234p ISBN: 0471298603 19.99 From the publisher: provides a complete, accessible overview that examines how EVA (Economic Value Added) works, how it is measured, what it can do to structure incentives for employees, and why it is as potent as it is. To help translate principle into real world practice Ehrbar presents revealing case histories of EVA success stories, including those of Briggs and Stratton, the US Postal Service and Coca Cola. 658.149.001.4:658.151.7

Best practices : building up your business with customer focused solutions R Hiebeler &nbspT B Kelly &nbspC Ketteman New York NY &nbspSimon and Schuster &nbsp1998 240p ISBN: 0684834537 16.50 From the publisher: from case studies of over 40 best

practice companies, lessons on how to focus on customers, create growth, reduce costs and increase profits are drawn. Contents include: new insights beyond benchmarking; best practices audit; how to understand markets and customers; involving customers in the design of products and services; selling products and services; how to best serve customers; managing customer information and putting best practices to work. 65.012.8:658.012.8

Managing performance in brief Sultan Kermally Institute of Management Foundation Oxford &nbspButterworth Heinemann &nbsp1997 204p (IM in brief series) ISBN: 0750636076 A practical guide which assesses new approaches to performance measurement and business improvement. It explains the benefits of managing performance and discusses financial performance, employee performance, performance for customers, environmental performance and the influence of culture. Practical advice and applicable techniques are offered throughout. 658.011+658.149+M332.3

Value based management Bob Scarlett ed Chartered Institute of Management Accountants London &nbsp1997 117p (Topical issues) ISBN: 1874784752 15.00 Presents extracts from a wide range of recently published materials to explain the various techniques and tools being used by companies to increase value or profitability and competitiveness, and the range of performance measures used to assess the effectiveness and costs of their activities. Among the topics covered are economic value added (eva), shareholder value analysis, activity-based costing and management, the balanced scorecard, reengineering, TQM, just in time and benchmarking. 658.012.2:658.149.001.4

Getting the measure of your business Andy Neely and others Cambridge &nbspWorks Management on behalf of the Manufacturing Engineering Group 1996 131p The concept of performance measurement is introduced and defined and the workbook gives practical guidance on

designing and implementing a performance measurement system. The importance of non financial indicators is underlined and techniques for matching performance indicators to business objectives are described. 658.011 Pamphlet

Performance measurement in service industries : making it work Lin Fitzgerald &nbspPhilip Moon Chartered Institute of Management Accountants London &nbsp1996 110p ISBN: 1874784523 18.95 From the publisher: aims to provide practical guidance for service managers to help them develop effective measurement systems to monitor and control business performance. Four UK service organisations - TNT, Peugeot Motor Dealership Network, Eversheds and Arthur Andersen - are examined to illustrate how strategy and operations can be linked through successful performance measurement systems. 658.149.001.4:658.64

Managing for success a self assessment workbook Department of Trade and Industry sl &nbspnd 43p (Managing in the 90s) This self assessment workbook offers businesses a coordinated programme of information and advice on key areas of best practice. Contents cover : business strategy and planning; marketing; design and product development; operations; quality; purchasing and supply; human resources; and innovation. 65.012.8:658.012.2 Pamphlet

Journal articles 3D management Sharon Voros Management Review Jan 2000 pp44-47 Richard E Kopelman's 3-D view of management for business success is reviewed. The three dimensions identified by Kopelman as critical to an organisation's performance - customer satisfaction, productivity and employee satisfaction - are introduced and the way in which successful companies, which include Xerox, Wal-Mart, the

John Lewis Partnership, and SAS Institute Inc., manage these is examined. The Cube One model of these dimensions is presented. J001063

New performance measures for a networked economy Robin Wood Manufacturing Excellence Jan no 13 2000 pp12-16 A review is made of the historical record of business performance to suggest that the business world is going to split up into two sorts of companies: the `e-star start-ups' and the `Jurassic Park' global giants. Traditional business strategies in resource-based economies are investigated and the contribution of the PIMS database to proving the relationship between market share and profit is outlined. The evolution through Porter's value chain to develop our understanding of how firms add value is also described and the implications of the arrival of the knowledge economy for business survival are considered. The role of business strategy in the knowledge economy is described and fifteen `survival' tips for the age of e-business are presented. J001067

A model for team based organization performance Russ Forrester &nbspAllan B Drexler Academy of Management Executive Aug vol 13 no 3 1999 pp36-49 A team-based organisation performance model is developed. A number of critical issues that team-based organisations need to resolve to perform effectively are identified. These include: formation; dependability; focus; buy-in; co-ordination; impact; and vitality. The keys and offkeys which determine success or failure with each issue are identified and brief profiles illustrate each particular element. J000407

A vehicle for change a case study of performance improvement in the new public sector Jacky Holloway &nbspGraham Francis &nbspMatthew Hinton International Journal of Public Sector Management vol 12 no 4 1999 pp351-365 All organisations are under constant pressure to improve performance. This paper reports on some of the findings from an ongoing programme of research into the nature and value of benchmarking as an approach to organisational improvement and change. The aim is to explore the positive

and negative impacts of benchmarking on managers and organisations. The technique of benchmarking in an improvement context is reviewed and the experiences of an NHS trust are consdiered through a case study. The management implications are considered. J000058

Designing and implementing a balanced performance measurement system Mike Bourne Control UK Jul/Aug vol 25 no 6 1999 pp21-24 The background to the development of a balanced performance measurement system is introduced, focusing on the criticisms of financial performance measures and the evolution of the balanced scorecard. An examination is made of three basic steps companies should consider in the design and implementation of a performance measurement system. These are defining the business objectives, designing the performance measures and managing through measurement. H009947

Using EVA to measure performance and assess strategy Al Ehrbar Strategy and Leadership May/Jun vol 27 no 3 1999 pp20-24 The measurement technique of economic value added (EVA) is briefly introduced and the reasons why it is so powerful are explained. The relationship between EVA and market value added (MVA) is described and the long term value of using EVA is illustrated. H009575

The Darwinian shakeout in financial services Bernard Taylor Long Range Planning Feb vol 32 no 1 1999 pp 58-64 The financial services industry has been leading the way towards globalisation, but has been stopped in its tracks by a number of financial crises in emerging markets. An examination is made of the forces driving this change, the changes taking place in industry structures, the implications of the chaos in financial markets, and the challenges for managers in adapting to these turbulent markets. The wider implications for other industries are considered and the new approaches that will be required to help managers cope with these problems are outlined. H009317

Implementing economic value added David Young Financial Times Mastering Management Review Mar no 21 1999 pp30-35 The process of implementing economic value added within an organisation is examined and a checklist of the five steps and key actions is presented. The challenges organisations may face in bringing the implementation to a successful conclusion are discussed. H009069

The performance measurement revolution why now and where next Andy Neely International Journal of Operations and Production Management vol 19 no 2 1999 pp205-228 The reasons why performance measurement is high on the management agenda at the moment are reviewed. Evidence that supports the assertion that we are in the midst of a performance management revolution is presented and the question of why this is happening now is addressed. This focuses on the seven main reasons: the changing nature of work; increasing competition; specific improvement initiatives; national and international awards; changing organisational roles; changing external demands; and the power of information technology. The current state-of-the-art in business performance measurement is described. H008854

ROI3 the building blocks for successful global organizations in the 21st century Robert F Lusch &nbspMichael Harvey &nbspCheri Speier European Management Journal Dec vol 16 no 6 1998 pp714-728 It is argued that organisational performance measures in the future will need to focus on three resources - ideas, information and investment capital. The development of an ROI3 approach to organisational performance is described and the key issues and means of measuring return on ideas, return on information and return on investment are explained. The application ROI3 to sustain competitive advantage is investigated and the process of overcoming resistances to building ideas and information resources and to developing a ROI3 culture is discussed. H008273

Strategic performance measurement and incentive compensation Anthony Atkinson European Management Journal Oct vol 16 no 5 1998 pp552-561 The nature of strategic performance measurement is reviewed and the way in which measures can be driven down through the organisation hierarchy to provide targets for individual performance and a basis for an incentive compensation plan is explored. The four steps in the process of strategic performance measurement are examined and the key elements are described. The application of strategic performance measurement is illustrated. H007965

The expectations treadmill Richard F C Dobbs &nbspTimothy M Koller McKinsey Quarterly no 3 1998 pp32-43 It is suggested that the measurement of business performance is a complicated subject, but it is essential that managers and investors understand it. While total returns to shareholders (TRS) is widely held as the clearest measure it is argued that it has many flaws. The nature of these flaws is explained and a comparison is made between this and the alternative of market value added (MVA). The impact of investor expectations (the treadmill) on the measure of business performance is considered. It is concluded that once a company understands market expectations performance measurement can be based on stock market measures and underlying financial performance. H007927

Explaining performance changes in newly privatized firms William A Andrews &nbspMichael J Dowling Journal of Management Studies Sep vol 35 no 5 1998 pp601-617 The debate over whether privatisation positively enhances a firm's financial performance is highlighted and, using agency theory, an examination is made of the factors that drive post-privatisation performance. Results of research into forty one privatised firms are presented and discussed, and the strategic changes that often accompany privatisation and their influence on financial performance are explored. Particular attention is paid to financial restructuring; leadership changes, and operational restructuring.

H007916

A method for measuring total value towards designing goods and services Biren Prasad TQM Magazine vol 10 no 4 1998 pp258-275 Eight value indicators are described in this detailed paper, with the aim of enabling the measurement of business' degree of competitiveness. The measures relate to quality, profitability, customer satisfaction, productivity, unscheduled changes, inventory, cost of quality and time to market. A total value index is derived based on the eight measures and converting their findings into a simple measure. H007607

Taking stock of returns Sarah Perrin Management Today May 1998 pp36-40 It is argued that Total Shareholder Return (TSR) is increasingly being seen as a key measure of company and management performance. The results of a Management Today/William H Mercer survey into the TSR of the UK's FTSE-350 companies are presented and discussed. A number of advantages and disadvantages of using TSR as a performance measure are also addressed. H006777

Diagnosing the integrity of your performance measurement system Umit Bittici &nbspAllan Carrie &nbspTrevor Turner Control UK Apr vol 24 no 3 1998 pp9-13 A Reference Model developed as an integrated performance measurement system by the Centre for Strategic Manufacturing at the University of Strathclyde is examined. Reasons behind the need for such a model are highlighted and the way in which it was developed is discussed. The model's structure is explored and the principles behind it are addressed, including: management control; deployment; transduction; resource bargaining; active monitoring; and classification and performance measures. An Audit Method which allows assessment of the integrity of an organisation's performance measurement system against the Reference Model is briefly described, and a number of conclusions drawn from the use of the Reference Model within organisations are presented. H006666

Performance targets and executive agencies some empirical evidence Noel Hyndman Management Accounting Jun vol 75 no 6 1997 pp30-32,34 The reasons advanced for measuring performance in the public sector is reviewed and the application of performance targets in planning and control in executive agencies is examined through a review of recent research. The main findings discussed include the range of targets developed by agencies, the lack of distinction between key and other targets; the focus of corporate plans and the implications of the restricted range of indicators used. H004571

A stakeholder approach to strategic performance measurement Anthony A Atkinson &nbspJohn H Waterhouse &nbspRobert B Wells Sloan Management Review Spring vol 38 no 3 1997 pp25-37 Organisational performance measurement systems are examined and it is suggested that they are usually based on financial measures which lack the focus needed for internal management and control. The way in which an organisation's strategic planning can provide the required focus is explained and a model based on one output of strategic planning - senior management's choice of the nature and scope of contracts it negotiates with its stakeholders - is presented. The role of performance measurement is explained and the design and nature of strategic performance measurement systems is considered. The application of the model at the Bank of Montreal illustrates its use. H004331

A measured approach Richard Anderson Best Practice UK Nov 1996 pp13-18 Drivers of business success and ways in which organisations can measure their success are discussed. A framework is proposed which allows an organisation to measure its performance, including identifying suitable measures, cascading the measurement framework, setting targets and action plans, and measuring processes. Performance measures in the supply chain, learning organisation and outsourced activities, are briefly mentioned.

H003357

A survey and taxonomy of strategy related performance measures for manufacturing Gregory P White International Journal of Operations and Production Management vol 16 no 3 1996 pp42-61 A literature review summarises the diverse views regarding manufacturing performance measurement within the framework of competitive strategy. A taxonomy for categorising performance measures is developed and is used to classify and categorise each performance measure found in the literature. The application of the taxonomy to the process of selecting strategy-related performance measures is explained. H001353

BALANCED SCORECARD Books and pamphlets Performance drivers : a practical guide to using the balanced Scorecard Nils-Goran Olve &nbspJan Roy &nbspMagnus Wetter Chichester &nbspJohn Wiley &nbsp1999 347p ISBN: 0471986232 19.99 The concept of the balanced scorecard is introduced and its use in strategic control is explained. The process of building a balanced scorecard is explained and is illustrated with cases from a number of different industries. The implementation of a balanced scorecard is discussed. 65.012.8:658.012.2

Implementing the balanced scorecard Institute of Management Foundation Corby &nbsp1998 4p (IM management checklists 154) 3.00 For reference only. Checklists can be purchased from Lavis Marekting tel: 01865 767575 (or 0345 023736 UK orders). A discount is available to Institute members. 65.012.8:658.012.2(079.5) Reference

Robert Kaplan and David Norton : the balanced

scorecard Institute of Management Foundation Corby &nbsp1998 4p (IM management thinkers) 3.00 One of a series of digests providing an understanding of the ideas and thinking of the major management gurus. Individual copies can be purchased from Lavis Marketing tel. 01865 767575 (or 0345 023736 for UK orders). A discount is available to Institute members. 658(091)(079.5) Reference

Management tools and techniques : an executives guide 1998 Darrell K Rigby Bain and Company Boston Mass. &nbsp1997 69p ISBN: 0965605914 An introduction to 25 of the most commonly used management techniques. Each technique is described, a methodology for its use is outlined and its most common uses are explained. Further reading is also cited. The tools and techniques covered are: activity-based management, agile strategies, balanced scorecard, benchmarking, competitive gaming, core competencies, customer retention, customer satisfaction measurement, cycle time reduction, groupware, growth strategies, knowledge management, market migration analysis, mass customisation, mission and vision statements, pay-for-performance, portfolio analysis, reengineering scenario planning, self-directed teams, shareholder value analysis, strategic alliances, strategic planning, total quality management and value chain analysis. 658 Pamphlet

The balanced scorecard translating strategy into action Robert S Kaplan &nbspDavid P Norton Boston Mass. &nbspHarvard Business School Press &nbsp1996 322p ISBN: 0875846513 22.95 From the publisher: the Balanced Scorecard is a management system that can channel the energies, abilities and specific knowledge held by people throughout the organisation towards achieving long-term strategic goals. The use of the scorecard both to guide current performance and to target future performance is explained. Measures in four categories - financial performance, customer knowledge, internal business processes, and learning and growth - are used to align individual, organisational and

cross-departmental initiatives and to identify new processes for meeting customer and shareholder objectives. 65.012.8:658.012.2

Journal articles From various to virtuous scorecards Cheenu Srinivasan Australian CPA Oct vol 69 no 9 1999 pp48-50 The reasons behind the popularity of the balanced scorecard are outlined and the connection between the theory of the scorecard and the development of corporate strategy is examined. The role of contrasts in the learning process for strategy development is explained and illustrated through the vicious and the virtuous circles of strategy and the use of polarity maps. MIC Code: J001027

Balanced scorecards Personnel Today 26 Oct 1999 pp39 The management and measurement technique of the balanced scorecard is introduced. Its development is outlined and what it hopes to achieve is explained. The pros and cons of using the balanced scorecard are considered. A fact file details the key players, the role of HR, essential reading, web sites and useful contacts. J000617

The balanced scorecard a necessary good or an unnecessary evil Stella Mooraj &nbspDaniel Oyon &nbspDidier Hostettler European Management Journal Oct vol 17 no 5 1999 pp481-491 The balanced scorecard's emergence as a strategic control tool is reviewed and the main elements of a scorecard are described. Criticisms of the scorecard approach are outlined and the value of the scorecard approach is evaluated. It is demonstrated how the balanced scorecard is a necessary good for today's organisations, but is is argued that there are critical issues which must be considered for it to be implemented successfully. The use of the scorecard at Tetra Pak illustrates the process. J000413

An integrative taxonomy of intellectual capital measuring the stock and flow of intellectual capital components in the firm William H A Johnson International Journal of Technology Management vol 18 no 5/6/7/8 1999 pp562-575 Using the resource-based view of the firm, which views the sustainable competitive advantages of the firm as dependent on the internal resources that the firm has, an intellectual capital framework is offered to identify resources that provide competitive advantage. The valuation of particular elements of the framework through the use of non-financial indicators is explored, with reference to the Balanced Scorecard philosophy. It is concluded that the flow and interaction of these intangible elements may create the real potential for value of intellectual capital assets. Code: J000284

The balanced scorecard the eleventh commandment Paul McCunn Management Accounting Dec vol 76 no 11 1998 pp34-36 Research is undertaken to investigate what makes a balanced scorecard project successful and what are termed the ten commandments of implementation are outlined. The consultants KPMG propose an eleventh commandment not to start implementing a balanced scorecard until you know what you want to achieve. The implications of this eleventh commandment are discussed. Code: H008292

Management by objectives and the balanced scorecard will Rome fall again David Dinesh &nbspElaine Palmer Management Decision vol 36 no 6 1998 pp363-369 It is argued that Kaplan and Norton's `Balanced Scorecard' shares many similarities with management by objectives (MBO), particularly in that they are both based on improving performance through goal congruence. Background to the techniques is presented and the reasons why MBO proved to largely unsuccessful in practice are highlighted. The lessons that can be learned from the failure of MBO so that the Balanced Scorecard can be implemented more effectively are discussed. Code: H007363

The new balancing act Marc Epstein &nbspJean-Francois Manzoni

Financial Times Mastering Management Review Jul no 14 1998 pp36-39 The concept of the balanced scorecard is introduced and its four characteristics are outlined. The advantages of using a balanced scorecard are considered and some of the issues concerning its implementation are examined. Code: H007269

Automating the balanced scorecard Alan Missroon International Journal of Business Transformation Jul vol 2 no 1 1998 pp57-63 The background to the balanced scorecard is briefly reviewed and the process involved in designing a scorecard is modelled. The process of automating a scorecard is considered and the key issues which will need to be addressed are examined. Code: H007262

Measuring excellence a case study in the use of the balanced scorecard Diann Gordan &nbspThomas Gordan Control UK May vol 24 no 4 1998 pp24-25 The use of the Balanced Scorecard to give balance to company measurement parameters at Metal Processors Inc. (MPI) is outlined. The measurements judged important are summarised and examples of actions resulting from this process are given. The Balanced Scorecard, it is concluded, enables MPI managers to monitor progress against the strategic plan and to implement business strategy. Code: H006862

Implementing corporate strategy from tableaux de bord to balanced scorecards Marc Epstein &nbspJean-Francois Manzoni European Management Journal vol 16 no 2 1998 pp190-203 Two tools that can help companies articulate and cascade their strategy are described and compared. These are the Tableau de Bord, a concept popular in France, and the balanced scorecard. The use of these tools to translate corporate objectives into functional objectives and to cascade the strategy is explained. Some of the implementation difficulties which organisations may encounter are briefly reviewed and the role of managers in the definition and use of such tools is briefly considered. Code: H006719

Using the balanced scorecard in the public sector Richard Tonge &nbspClare Callaghan Chartered Secretary Oct 1997 pp18-19 The importance placed on measuring performance in the public sector is highlighted and ways in which the `balanced scorecard', developed by Kaplan and Norton, can be used to do this are discussed. Background to the balanced scorecard is provided and the advantages it offers over other performance measurement systems, particularly that it does not focus on purely financial measures, are described. Two models are presented of the balanced scorecard tailored to a purchaser/client and provider/contractor local authority. Code: H005493

Using the balanced scorecard for more efficient commissioning Martin Murphy British Journal of Health Care Management Sep vol 3 no 9 1997 pp471-474 It is argued that there are a number of drawbacks to the performance indicators currently used in the NHS, chiefly that they focus on activity and finance, and ignore effectiveness and equity. The use of Kaplan and Norton's balanced scorecard in measuring performance in the health sector is examined, and the importance of involving all stakeholders, including clinicians and patients, is stressed. An example is provided of the balanced scorecard in use in a cardiology service and steps to producing relevant performance indicators are noted. Code: H005308

Winning ways with a balanced scorecard Mike Partridge &nbspLew Perren Accountancy Aug vol 120 no 1248 1997 pp50-51 The reasons why firms tend to poorly monitor operational performance measurement are identified and the essential characteristics of performance measurement systems are outlined. The application of the balanced scorecard performance management system is examined, looking at strategic objectives, critical success factors and key performance indicators. The difficulty of implementing a strategically relevant balanced scorecard approach is emphasised. Code: H005080

The new balancing act Anita van de Vliet Management Today Jul 1997 pp78,80 The growing use of non-financial measures to judge an organisation's performance is reported, with particular emphasis paid to David Norton and Robert Kaplan's `Balanced Scorecard' method. Reasons why there has been a change of emphasis on measuring corporate performance are highlighted and brief examples are provided of British organisations that use the modern methods. Code: H004846

Linking the balanced scorecard to strategy Alan Butler &nbspSteve R Letza &nbspBill Neale Long Range Planning Apr vol 30 no 2 1997 pp242-253 The background to the current level of interest in performance measurement which resulted in Kaplan and Norton's model of the balanced scorecard is outlined. The application of this model in the European environment is examined. The key elements of the balanced scorecard are explained and the approach adopted by Rexam Custom Europe to determine, develop and implement a balanced scorecard for top level use is described. Commentary is provided on the key issues raised in this process. Code: H004160

The design and implementation of the balanced business scorecard an analysis of three companies in practice Stephen R Letza Business Process Reengineering and Management Journal vol 2 no 3 1996 pp54-76 The theoretical background of integrated performance measures is reviewed and the development of the balanced scorecard approach is described. The experiences of three companies' attempts to devise a balanced scorecard are reported and analysed. A methodology of scorecard design and implementation is presented and illustrated and some mistakes to avoid are highlighted. Code: H003284

Linking the balanced scorecard to strategy Robert S Kaplan &nbspDavid P Norton California Management Review Fall vol 39 no 1 1996 pp53-79

The need for companies to be managed with a balanced range of measures is explained. The choice of strategic measures for the four perspectives of the balanced scorecard - financial, customer, internal business processes, and learning and growth - is examined. The translation of an organisation's strategic objectives into balanced scorecard measures is considered and is illustrated through two case studies of Metro Bank and National Insurance. Code: H003297

Strategic learning and the balanced scorecard Robert S Kaplan &nbspDavid P Norton Strategy and Leadership Sep/Oct vol 24 no 5 1996 pp 18-24 The use of results gained from the Balanced Scorecard (BSC) in translating corporate strategy into a set of performance measures is discussed. Particular attention is given to using the results as a means of gaining feedback and learning about the strategy, and a procedure is provided to help do this. Code: H002791

From balanced scorecard to strategic gauges is measurement worth it John H Lingle &nbspWilliam A Schiemann Management Review Mar vol 85 no 3 1996 pp56-61 The results of a survey of executives in US companies regarding performance measurement are given. It is seen that the companies who are at the top of their industry distinguish themselves by having the best measurement systems. An examination is made of the need for effective information systems, the reasons why companies with the best systems outperform their competitors, and the impediments to effective systems. Code: H002007

Developing an employee balanced scorecard linking frontline performance to corporate objectives Tim R V Davis Management Decision vol 34 no 4 1996 pp14-18 This profile explains how General Electric Lighting Business Group developed a balanced scorecard system to integrate objectives and strategies across all levels and functions. The process starts at the corporate management level and works down through the group and division to the manufacturing plant floor. Code: H001900

Using the balanced scorecard as a strategic management system Robert S Kaplan &nbspDavid P Norton Harvard Business Review Jan/Feb vol 74 no 1 1996 pp75-85 The way in which companies are using the balanced scorecard as a strategic management system is explained and illustrated. It is reported that the balanced scorecard lets them introduce four new management processes that contribute to linking long-term strategic objectives with short-term actions. The four processes - translating the vision, communicating and linking, business planning, and feedback and learning - are introduced and the role of the scorecard is described. Code: H000883

BUSINESS EXCELLENCE MODEL Books and pamphlets Public sector excellence handbook 2nd ed Chris Hakes Bristol Quality Centre Bristol &nbsp1999 193p ISBN: 190216900X 34.44 This guide for public sector managers presents a brief history of business excellence and places it in context with other business improvement methodologies. The principles of business excellence are explained and the benefits of its application are described. The application of business excellence in the public sector is examined and four case studies of best practice are analysed. Code: 658.011:658.562:351

Business driver : a performance review programme 2nd ed Bristol Quality Centre Bristol &nbsp1999 31p ISBN: 1902169026 15.99 The points and key enablers of the European Business Excellence Model are discussed and a framework and checklist for self assessment against the model is presented. Code: 658.011:658.562 Pamphlet

EFQM excellence model 1999

European Foundation for Quality Management Brussels, Belgium &nbsp1999 various ISBN: 9052360820 12.25 The EFQM business excellence model is introduced and the criteria used are described in detail. The booklet includes a glossary of relevant terms and evaluation tools: the Pathfinder card and the RADAR scoring matrix (Results, Approach, Deployment, Assessment, and Review). The changes that have been made to the model since its launch in 1997 are explained in a separate booklet. Code: 658.011:658.562 Pamphlet

Evaluating the operation of the European Quality Award model for self assessment L J Porter &nbspJ S Oakland &nbspK W Gadd Chartered Institute of Management Accountants London &nbspCIMA Publishing &nbsp1998 105p ISBN: 1874784930 19.95 The EFQM model for business excellence is introduced and the findings of a research project to evaluate the current operation of the model are presented. This is based on a questionnaire survey which generated an overview of self-assessment practices and in-depth case studies of 25 organisations across Europe. The research methodology and questionnaire design is explained and conclusions are drawn on the overall contribution of self-assessment in total quality initiatives. Code: 658.011:658.562

Assessing business excellence : a guide to self assessment Les Porter &nbspSteve Tanner Oxford &nbspButterworth Heinemann &nbsp1998 289p ISBN: 0750639857 18.99 A strategic framework is presented to help companies to achieve business excellence and total quality management. The main quality frameworks are introduced and compared before the self-assessment process is looked at in detail. Code: 658.011:658.562

Investors in People and the business excellence model Investors in People UK London &nbspnd 20p 10.00 From the publisher: Firstly, the concepts of total quality are summarised and developed into a basic business model. Secondly, important links and parallels are drawn between

the Investors in People standard and the Business Excellence model, showing how each strongly supports the other. Thirdly, a series of questions are posed, in the form of a flowchart, to guide you along the route to improving your organisation's performance through people. Code: 374:M38(083.7) Pamphlet

Self assessment techniques for business excellence : identifying improvement opportunities British Quality Foundation London &nbsp1998 38p This guide: describes self assessment and the Business Excellence Model; reports on different approaches to self assessment and summarises the advantages and disadvanages of each; discusses the priorities of self assessment outcomes; and provides information of two European surveys on self assessment. Code: 658.011:658.562 Pamphlet

Small businesses interpretation of the business excellence model British Quality Foundation London &nbsp1998 16p This guide presents a detailed interpretation of the Business Excellence Model at criteria level for small businesses. Code: 658.011:658.562:658.116.4 Pamphlet

The corporate self assessment handbook for measuring business excellence 3rd ed Chris Hakes Bristol Quality Centre London &nbspChapman and Hall &nbsp1996 205p ISBN: 0412783207 29.50 From the publisher: many organisations have been searching for alternative business measurement systems from the purely financed-based analysis. The most credible alternatives are those contained within international award schemes such as the European and UK Quality Awards and the US Malcolm Baldrige National Quality Award. The use of these measures through regular and systematic self assessment is explained and a self assessment starter kit is provided. The benefits of self assessing corporate excellence are explained, along with the benefits of the core values of award models. The frameworks and models for use in self assessment are described. Five case studies of corporate success with self assessment are presented.

These focus upon Post Office Counters; National Westminster Bank; South Glamorgan County Council; Yellow Pages; and D2D. Code: 658.562:658.01

Business excellence Industrial Society London &nbsp1996 64p (Managing best practice 25) 49.25 Organisational involvement in quality initiatives and continuous improvement is explored through a survey of 679 quality managers and HR directors. The findings report on the type of quality initiative persued, responsibility for quality issues; the pressure for quality; the use of quality awards and standards; and the impact of quality initiatives. Case studies of Army Equipment Support Organisation; LGG Charlesworth; Devon County Council Social Services; Design to Distribution; NatWest UK; and Toshiba Information Services are included. Sample documents from a number of these organisation are reproduced. Code: 658.562.001.5 Pamphlet

Self assessment for business excellence David Lascelles &nbspRoy Peacock Maidenhead &nbspMcGraw Hill &nbsp1996 186p (Quality in action) ISBN: 0077091868 19.95 From the publisher: introduces the European Business Excellence Model; an easy-to-understand flowchart that shows how an excellent organisation operates. The Model provides a benchmark with which a business can measure and establish its current position, and assess where it needs to be and how to get there. Contents include: why assess business excellence; doing self-assessment; data collection; assessment scoring and consensus; driving continuous business improvement; and the European Quality Award. Code: 658.011:658.562

Journal articles Excellence model right tool for management Susan M Jackson British Journal of Health Care Management Dec vol 5 no 12 1999 pp506-510 It is reported that the government has recently endorsed the European Foundation for Quality Management Excellence

Model as the most appropriate management tool for implementing its clinical governance agenda. The model itself is briefly introduced and the background to the commendation is discussed. The main reasons for the government's decision are summarised. Code: J000925

A truly international quality excellence model Nawar Khan Quality World Oct 1999 pp25-27 It is argued that the lack of a universal set of criteria for TQM assessment, and the national and regional boundaries assigned to existing quality awards post difficulties for potential users in countries which have yet to adopt quality excellence award models. The resulting need for an international quality award with universally acceptable criteria and common concepts is discussed. A framework, aimed at developing an international strategy for quality assessment, which identifies common concepts and TQM principles is presented. Code: J000533

Excellent adventure Anat Arkin People Management 2 Sep vol 5 no 17 1999 pp40-41, 43 This profile of Unilever Home and Personal Care Europe examines the company's experience of working with the EFQM excellence model. The process of communication, including employee attitude surveys, focus groups and feedback is described. Code: J000264

Managing excellence leadership Mohamed Zairi TQM Magazine vol 11 no 4 1999 pp215-220 The topic of Business Excellence is addressed from a practical evidence-based approach. The importance of leadership is discussed. Leadership is described as the key driver for change, effective performance and organisational access and unique practices that have made Motorola a success are outlined. Ten imperatives for success, which are fundamental to competitiveness during the new millennium and beyond, are identified. A checklist for managing excellence through effective leadership is provided. Code: J000219

Taking a critical perspective to the European Business Excellence Model using a balanced scorecard approach a case study in the service sector Rodney McAdam &nbspEdel ONeill Managing Service Quality vol 9 no 3 1999 pp191-197 The European Business Excellence Model is much written about but rarely looked at from a critical perspective. Using a case study analysis from a large, service-based electrical utility, the European Business Excellence Model and the Balanced Scorecard are critically evaluated. The research took place through a three-year industry/university learning partnership, and involved the use of the Balanced Scorecard to cover deficiencies in the Business Excellence Model by the TQM team and the researchers. Code: H009954

Managing excellence policy and strategy Mohamed Zairi TQM Magazine vol 11 no 2 1999 pp74-79 The issue of business excellence is examined from a practical, evidence-based approach. The issues addressed include the need for a clear vision, policy and strategy, the reasons why strategic plans often fail, the best practice application of policy and strategy, and the benchmarking of policy and strategy processes. Code: H009088

Achieving service excellence a new Japanese approach versus the European framework Masoud A Azhashemi &nbspSamuel K M Ho Managing Service Quality vol 9 no 1 1999 pp40-46 The Japanese technique of total integrated management (TIM) is introduced and the 12 factors that have been found to influence quality management and business performance are identified. The implementation of TIM is illustrated through a case study. A similar review is made of the UK/European model of business excellence and the features of the two approaches are compared. The way in which TIM can add a new dimension to the European model is discussed. Code: H008868

Its bigger and better Giovanni Quaglia Quality World

Oct 1998 pp20-22 The changes being made to the EFQM model for business excellence are discussed and the reasons why such changes were felt necessary are raised. Particular attention is paid to the new RADAR card scoring system, which can be used by organisations for self-assessment, and the structure of the new model is explored. The dates when the revised EFQM model should be available for use by European organisations are also presented. Code: H007937

The Business Excellence Model will it deliver John Seddon Management Services Oct vol 42 no 10 1998 pp8-9 The Business Excellence Model, developed by the European Foundation for Quality Management (EFQM), is explained. The way in which the model works and the process of self assessment are discussed. Criticisms of current business excellence guidance are made and suggestions briefly given of ways to approach the model successfully. Code: H007949

Unlocking business performance with self assessment Les Porter &nbspJohn Oakland &nbspKen Gadd Management Accounting Sep vol 76 no 8 1998 pp35-37 An examination is made of the way in which self-assessment, linked to the Business Excellence Model has been used to achieve business excellence. The generic self-assessment process is explained and key findings from a survey of the use of self assessment in 215 European organisations are summarised. Code: H007645

Achieving business excellence IDS Studies Sep no 654 1998 whole issue An examination is made of the quality initiatives of six organisations and a shift away from total quality management towards the European Foundation for Quality Management (EFQM) Business Excellence model is investigated. The use of the model is analysed and its application in each of the organisations is profiled. This is a whole issue which may not be photocopied. Loan copies are available. Code: H007649

Direct links between managerial actions and performance a methodology based on the business excellence and Malcolm Baldrige models J F Bezerra De Souza &nbspE M Rooney International Journal of Business Transformation Jul vol 2 no 1 1998 pp65-75 This report is based on the interim findings of a research project which set out to explore the direct links between management actions (enablers) and business results. The background to the work is outlined and the methodology is explained. Preliminary results concerning the tentative correlation between enablers and results from assessments are summarised, and the main conclusions reached to date are discussed. Code: H007263

Coordinating change through continuous improvement Denis Leonard TQM Magazine vol 9 no 6 1997 pp403-409 A case study is presented of the application of the EFQM's business excellence model at a large, mature, service organisation. Reasons why the organisation sought to adopt the EFQM model and achieve continuous improvement are highlighted, and the implications of doing so are examined. Particular emphasis is placed on the management of change within the organisation and the benefits of the coordinated nature of the EFQM model are discussed. Code: H006017

Business excellence review at Royal Mail NW NW a case of strategic communication management Richard J Varey &nbspRobert L Hamblett Managing Service Quality vol 7 no 6 1997 pp281-289 Background to the Royal Mail's total quality strategy is provided and its business excellence review programme, based on the European Foundation for Quality Management (EFQM) model, is described. Particular attention is paid to the use of the review at the Royal Mail's North Wales/North West division, and the results of the review are summarised. Significant developments that have been obtained through the use of the review are reported and the importance of effective communication channels for total quality is discussed. Code: H005522

A model for excellence Dennis Hopper &nbspRod Glover Benchmark Nov 1996 pp49-53 It is suggested that many organisations using the Business Excellence Model developed by the European Foundation for Quality Management (EFQM) have struggled to find a balanced, user-friendly way of carrying out self-assessment. The Model for Performance Improvement (MPI) developed by the Blackwell Partnership and Capita Management Consultancy and based on the Business Excellence Model is outlined. Its six main stages are given and case studies of its application in practice are provided. Code: H003740

Using the model as a strategic planning guide David Lascelles &nbspRoy Peacock Self Assessment Magazine 1 Jan 1997 pp13-19 Excellent companies, it is suggested, view value-based management as a single focus shared by all. This means that the decision making process is focused on the right value creation targets. The use of the results criteria of the European Business Excellence Model as a template for establishing a balanced performance scorecard is explained. Diagrams illustrate the various processes involved. Code: H003638

A model approach to business excellence William Beaver Briefing Plus Nov/Dec no 10 1996 pp4-5 The nine elements of the EFQM Business Excellence model are shown and the way in which the model works is briefly explained. It is suggested that the model works well on both a strategic corporate level as well as on individual units. The experience of a number of organisations, including TI Europe and Glaxo Wellcome, illustrate how it has been used to create excellence. Code: H003101

Assessing business excellence Steve Tanner &nbspLes Porter Self Assessment Magazine Apr 1996 pp37-42 Three key questions for organisations are identified as: where are we heading? where are we now? and what route must we take?, and the relevance of total quality

management in answering these is described. The main TQM frameworks (ISO9000, Deming Prize, Malcolm Baldrige Award, American Productivity and Quality Centre Benchmarking Awards, and European Quality Award) are examined, and an overview of the steps to implement the self-assessment process is provided. Code: H001511