Jean-Francois Manzoni – författare

The fields of performance measurement and management control have changed dramatically. Industry has recognized the importance of the implementation and co-ordination of strategy with organizational structure, management systems, and managerial behavior. Managers as well as researchers are attempting to find better ways to link performance metrics to strategy through systems like balanced scorecard and shareholder value analysis and to drive improved corporate performance. Researchers are also trying to better understand the drivers of corporate performance, the linkages between them, and how to measure their impacts on profitability. They are examining which of the various performance measurement and management control systems are more or less effective, how they fit with alternative organizational structures and strategies, and the causes of their successes and failures. This book contains a compendium of some of the papers presented at a workshop on Performance Measurement and Management Control in October, 2001. Sponsored by the European Institute for the Advanced Study in Management (EIASM) and held in Nice, France, this workshop attracted scholars on management control and performance measurement from around the world. The contents of this book represent a collection of leading research in performance measurement and management control and provide a significant contribution to the growing literature in the area.

Performance measurement and management control are critical components of improving organizational performance. But, researchers have historically had little success in determining the specific actions that lead to superior performance. After several decades of research in this area, we have few clear conclusions. But, recently researchers have provided some clarity. Managers and researchers have more carefully collected and analyzed data to better understand the most effective management control and performance measurement mechanisms to drive and measure superior organizational performance. This book contains a compendium of some of the excellent papers presented at a workshop on Performance Measurement and Management Control: Superior Organizational Performance in September, 2003. Sponsored by the European Institute for the Advanced Study in Management (EIASM) and held in Nice, France, this workshop attracted leading scholars on management control and performance measurement from around the world. The contents of this book represent a collection of leading research in management control and performance measurement and provide a significant contribution to the growing literature in the area. The primary questions relate to the specific managerial actions that can be taken to drive superior organizational performance and the most appropriate measures of long term organizational success. The papers in this volume address these questions using a variety of research methods. Experimental, analytical, empirical, and field studies are all used to explain how management control and performance measurement can aid in the implementation of strategy and the improvement of organizational performance. The approaches are used in both for-profit and not-for-profit organizations. We are hopeful that this book will continue the search for additional understanding and development in performance measurement and management control and provide guidance for both academics and managers as they work toward improving organizational performance.

The previous conference in Nice in 2003 focused on the determination of the specific actions that lead to superior organizational performance. This included the characteristics of superior performance and the identifiable features of management control and performance measurement systems that drive improved performance along with relevant performance measures. But, there are often dysfunctional consequences of the drive for superior organizational performance. Numerous stakeholders are often impacted both positively and negatively by the drive for superior organizational performance. These stakeholders often include employees, customers, suppliers, the community, and others. Much current research focuses on how organizations and managers can minimize negative internal impacts and externalities and use management control and performance measurement to improve both organizational performance and the impacts on employees and society. This book contains a compendium of some of the excellent papers presented at a workshop on Performance Measurement and Management Control: Improving Organizations and Society in September, 2005 in Nice, France. Sponsored by the European Institute for the Advanced Study in Management (EIASM) and EDHEC School of Management, this workshop attracted leading scholars on management control and performance measurement from around the world. The primary questions addressed at the conference relate to the specific managerial actions that can be taken to drive superior organizational performance and the determination of the most appropriate measures of long term success in organizational performance. Many papers also addressed the social impacts of these actions. The papers in this volume approach these questions using a variety of research methods. Some are more theory based and most include some empirical research including interviews, surveys, and field studies. These methods are used to explain how management control and performance measurement can aid in the implementation of strategy and the improvement of organizational and societal performance. The approaches are used in both for-profit and not-for-profit organizations. The answers are not yet clear. But it is hoped that the papers included in this volume contribute to this growing body of knowledge and lead us to an improved understanding of how to build better organizations and evaluate and understand their performance. This work discusses how superior organizational performance affects employees and society. It is based on a workshop on Performance Measurement & Management Control (Nice, France - Sep 2005). Content includes some empirical research including interviews, surveys, and field studies.

In 2001, we gathered a group of researchers in Nice, France to focus discussion on performance measurement and management control. Following the success of that conference, we held subsequent conferences in 2003, 2005, and 2007. This volume contains some of the exemplary papers that were presented at the most recent conference. The conference has grown in number of participants, quality of presentations, and reputation and this year attracted leading researchers in the field from North America, South America, Europe, Asia, Australia, and Africa. Though the conference has been generally focused on performance measurement and management control and has included presentations on many facets of the topic, each year we have also focused on a particular theme of current interest. This year's theme was directed at measuring and rewarding performance. This includes evaluating and rewarding the performance of organizations, units, teams, and individuals. It includes empirical, analytical and experimental research. In addition to the three plenary sessions, this volume also includes some of the other excellent papers presented at the conference. The contents of this book represent a collection of leading research in management control and performance measurement and provide a significant contribution to the growing literature in the area. This collection of papers also covers a representative set of topics, research settings, and research methods. We are hopeful that this book will continue the search for additional understanding and development in performance measurement and management control, and provide guidance for both academic researchers and managers as they work toward improving organizations.

Does this scenario sound familiar? An employee you manage slips up somehow: a missed deadline, a lost account, or a weak presentation. You decide to oversee that person's work more closely. After all, if your direct reports aren't delivering, it's your head that will roll. To further your frustration, the more you 'help', the worse the employee's performance becomes. What's going on? In this eye-opening book, leadership experts Jean-Francois Manzoni and Jean-Louis Barsoux expose a disturbing and surprisingly rampant phenomenon. While common wisdom assumes that so-called poor performers fail in spite of their boss' best efforts, this book demonstrates exactly the opposite. In many cases, a boss' attitudes and behaviors actually cause or 'set up' certain individuals - including those with great potential - to fail. Based on ten years of study into boss-subordinate relationships, Manzoni and Barsoux show that this Set-Up-to-Fail Syndrome is not confined to relationships with the proverbial 'boss from hell'. Even respected leaders - whether CEOs, teachers, or coaches - get caught up in it.The problem stems from the fact that while most managers empower and encourage star performers, they tend to micromanage and control perceived 'weaker' performers in ways that stifle self-confidence and drive. The unwitting result: the latter group lives down to expectations, rather than living up to its true potential. The cost of the Syndrome, say Manzoni and Barsoux, goes well beyond the lost productivity of a few individuals. It also threatens to derail careers, takes a heavy toll on morale, and hampers overall organizational results. Through dozens of interviews, illustrative stories, and compelling research, they show how readers can: determine whether they are involved in a set-up-to-fail dynamic, Recognize the mental biases that cause bosses to trigger the cycle; understand how subordinates contribute to fueling the problem; take specific steps to interrupt the cycle through proactive interventions; and, prevent the Syndrome altogether by managing relationships differently. For anyone with influence on an individual's potential, this book offers powerful ways to improve performance - and quality of life - in any organizational setting.Jean-Francois Manzoni is Associate Professor of Management and founding director of the research initiative on High Performance Organizations at INSEAD in Fontainebleau, France. Jean-Louis Barsoux is a Senior Research Fellow at INSEAD.

Do you have an employee whose performance keeps deteriorating--despite your close monitoring? Brace yourself: You may be at fault--by unknowingly triggering the set-up-to-fail syndrome. Perhaps things started off swimmingly. But then something--a missed deadline, a lost client--made you question the person's performance. You began micromanaging him. Suspecting your reduced confidence, he started doubting himself--and stopped giving his best. You viewed his new behavior as additional proof of mediocrity, and tightened the screws further. In The Set-Up-to-Fail Syndrome, Jean-Francois Manzoni and Jean-Louis Barsoux show how this insidious cycle hurts everyone: employees stop volunteering ideas, preventing your organization from getting the most from them; you lose energy to attend to other activities; and your reputation suffers as other employees deem you unfair. Team spirit wilts as targeted performers are alienated. But the set-up-to-fail syndrome doesn't have to happen. The authors provide preventive measures, such as loosening the reins as new employees master their jobs.If the syndrome has already erupted, Manzoni and Barsoux explain how to discuss the dynamic with your employee and reverse the cycle.

It’s a paradox: as big companies get better at achieving operational excellence, actual breakthroughs seem to decrease. It’s the scrappy little startups, with comparatively tiny budgets, that continue to be founts of innovation. Why is it that as industry leaders get better at what they do, they get worse at innovation?

By conducting deep research within companies as diverse as Apple, Google, Pfizer, General Motors, Nike, and Sony, the authors have found the answer: the very pursuit of operational excellence - that is, making one’s existing business as efficient as it can be - blinds managers to the kinds of disruptive business model changes vital for innovation. These changes could threaten all that hard work. It’s why Nokia famously killed its smart phone - the company was too invested in “dumb phones.” Nothing less than a complete redesign and rethinking of the corporation - down to how accountants capture innovation costs and overhead - is necessary to get companies moving again. The authors’ new model, "the startup corporation,” marries the strengths of corporate scale to the nimbleness of entrepreneurs.

For a model of the new startup corporation, the authors return again and again to Apple, which doesn’t have the usual corporate structure and accounting systems. Not every company can be an Apple, but all companies can learn to break the bonds of operational thinking if they’ll take the authors’ lessons to heart.

Over the years, the performance measurement and management control conference has grown in number of participants, quality of presentations and reputation, and has attracted leading researchers in the field from North and South America, Europe, Asia, Australia, and Africa. The 2011 theme was directed at global issues, and included the significant challenges of managing and measuring performance within and across different organizational and geographical boundaries, using theoretical, empirical, analytical, experimental, and case-based research to address these topics. In addition to the three plenary sessions, this volume contains some of the exemplary papers that were presented at the 2011 conference; representing a collection of leading research in management control and performance measurement and providing a significant contribution to the growing literature in the area. The editors hope this book will continue the search for additional understanding and development in performance measurement and management control, and provide guidance for both academic researchers and managers as they work toward improving organizations.

This new volume contains selected papers that were presented at the 2013 conference on performance measurement and management control focusing on behavioral implications and human actions associated with the use of performance measurement and management control systems. These systems do not work in a vacuum, rather they guide and motivate how people in organizations and markets behave. The intersection between management tools and human action is a central aspect in these research fields. Yet, multiple variables impact the result of certain designs on the behavior of people. The volume presents issues such as national culture, organizational culture, strategy, technology, partnerships and joint ventures, and the presence of other management systems. The editors hope this book will continue the search for additional understanding and development in performance measurement and management control, and provide guidance for both academic researchers and managers as they work toward improving organizations.