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A multi-business company is a complex entity. Evaluating corporate performance of such an organisation is even more challenging. Corporate performance is inherently multidimensional in nature, is viewed from various perspectives, and has to satisfy multiple objectives. It is multi-dimensional in the sense of being a function of many variables that drive firm performance; multi-perspectival, from various stakeholders' standpoints; and multi-objectives are to be optimised. So there is no single corporate performanceevaluation tool that can be prescribed as a stand-alone gauge; however, a unified and holistic corporate performance management system can be developed from multiple tools. This paper attempts to bring together a variety of performance management tools that have evolved and developed in theory, and have been tested and applied in practice. In developing this convergence, first a set of criteria that answers the multi-dimensional, multi-perspectival, and multi-objective requirements of a firm's performance will be identified and weighted. Second, management tools that have been used either singly or in combination by multi-business companies are reviewed and ranked against the chosen criteria. Finally, an integrated model or framework that brings together and unifies the elements of these ranked performance management tools is proposed. [ABSTRACT FROM AUTHOR]

The article presents abstracts on management. This paper reports on an industrially led research project supported by Great Britain's Engineering & Physical Sciences Research Council which set out to tackle an increasingly pressing issue for organizations, how to measure and manage the performance of teams. It describes a typology for team performance measurement system (TPMS) design and identifies the gaps of current TPMS approaches. Authors J. Gosling and H. Mintzberg assert that management without leadership encourages an uninspired style which deadens activities and leadership without management encourages a disconnected style which promotes hubris. An effective manager is able to integrate all five types of management into the daily work. One of a three-part series that focuses on the classic theories and news studies on why people need meaningful work and the implications for organizations. As a result, the best employers are not great because of their perks and benefits but because of their organizational cultures and policies that promote meaningful work and a nurturing, supportive workplace.