Within the more general framework of the Master Course Goals, the course aims to provide the knowledge necessary to understand the role played by performance management systems in the implementation and redesign of corporate strategies. The performance management systems serve, in fact, a dual purpose: - ensure the effective implementation of deliberate strategies (accountability) in view of the value creation in the short term; - encourage the emergence of new strategies by supporting and facilitating learning and organizational change (learning) with a view to creating value in the long term. Precisely for this double objective and for the tensions that characterize the two different time horizons (short and long term) their design is particularly delicate. Through teaching based on the use of case studies, students will be able to develop these systems and understand the physiology and pathology conditions that characterize them. The course pursues the general objective of the Master Course to provide knowledge and skills regarding the conditions that underlie the processes of improvement and value creation in companies.
The general objectives of the course are:
1) Recognize the tensions between accountability and learning that make performance a complex and multidimensional concept.
2) Identify the role played by performance management systems in harmonizing these tensions in order to make the creation of value possible in the short and sustainable in the long term.
Expected learning outcomes
At the end of the course, the student must have knowledge and skills related to performance management processes aimed at creating value.
To this end, the course proposes to transmit the following skills and knowledge:
KNOWLEDGE AND UNDERSTANDING
1) Identify and distinguish the different reasons underlying the tensions between accountability and learning
2) Recognize the role played by performance measurement tools in the more general process of continuous improvement in the short and long term.
3) Distinguish the different management styles in relation to the improvement and value creation processes.
CRITICAL SKILLS
1) Interpret and evaluate management styles with respect to their ability to dissolve tensions or not.
2) Identify the conditions of harmonization of the different tensions.
ABILITY TO LEARN
1) Acquire in a conscious way the know-how referable to the most recently introduced performance management logics and techniques.