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The world is increasingly knowledge centric. Rapid technological developments coupled with the ever more challenging economic conditions characterized by fierce competition, increased financial uncertainty and changing customer needs and expectations force organizations to consider learning and development activities as critical for their organizational performance and success.
Performance management systems (PMS) represent information-based routines and procedures formally expressed that managers use to maintain or alter patterns in organizational activities (Simons, 2000). More and more organizations are implementing new and alternative performance management systems in order to obtain better results. These systems focus on reproducing financial and non-financial information that is relevant for decision making and managerial action. Some of the better known performance management systems are the Balanced Scorecard and the Performance Prism.
A recent article published in “The Economist” outlines an interesting correlation between the wine and oil prices trends around the world for the period 1998-2010. The research undertaken by two experts from International Monetary Fund (IMF), Servan Cevik and Tahsin Saasi, shows that supply has only a marginal impact on prices.
Bernama, the Malaysian National News Agency reports that The Information Communication and Culture Ministry from Malaysia has successfully achieved its Key Performance Indicators (KPI) set in 2010.
Environmental issues are today a hot topic on almost every government’s agenda. As the 2010 Environmental Performance Index (EPI) report states “there has never been a more pressing need for effective environmental policies as there is today”.
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