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A cultural change from Past, Long-term growth culture characterised by Theory Z usage: understanding the interconnections between 4 aspects of organisation, Long-term growth culture characterised by Calculation of future scorecard (prognosis), Long-term growth culture characterised by Customer perspective, Long-term growth culture characterised by Financial & business results perspective, Long-term growth culture characterised by Staff development and improvement perspective, Long-term growth culture characterised by Internal process perspective (keeping the books in order), "Tell-do" culture results/volumes - driven evolved into Long-term growth culture, Past had "Tell-do" culture results/volumes - driven, Balanced scorecard in Halifax PLC is a key input into Performance management system, Focused Theory Z: more clearness (to be investigated) is in fact The company strategy, Financial measures are oriented to look into Past, Future will have Focused Theory Z: more clearness (to be investigated), A cultural change to Present, Balanced scorecard in Halifax PLC facilitated A cultural change, Balanced scorecard in Halifax PLC is oriented on Present, Balanced scorecard in Halifax PLC is just an Indicator, not offering solutions, Theory Z usage: understanding the interconnections between 4 aspects of organisation is planned to evolve into Focused Theory Z: more clearness (to be investigated), A cultural change to Future, Theory Z usage: understanding the interconnections between 4 aspects of organisation is in fact The company strategy, Balanced scorecard in Halifax PLC has the source of their business in Customer retention, Present has Long-term growth culture, Balanced scorecard in Halifax PLC is measured per Organisational branch, Performance measurement system is a key input into Performance management system, Balanced scorecard in Halifax PLC is a Crossroad between the departments, Balanced scorecard in Halifax PLC is a Performance measurement system, Balanced scorecard in Halifax PLC is a Framework around which to operate, Mistery shoppers practice provides information for Customer perspective, "Tell-do" culture results/volumes - driven characterised by Customers: no long-term relationship building, "Tell-do" culture results/volumes - driven characterised by Staff development and improvement: "you make your job - you're staying here" no formal appraisal/development procedures established, "Tell-do" culture results/volumes - driven characterised by Internal processes: don't care about "how", Calculation of future scorecard (prognosis) helps to predict Future