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Between March and May 2009, Business Application Research Center (BARC) an unbiased market analyst based in Germany, conducted a study regarding the maturity of organisational Performance Management processes. The study had 553 respondents from around the world, across a wide range industries, countries and organizations.
Google launched in the autumn of 2009 a new resource page called “Internet Stats” which “brings together the latest industry facts and insights” (Google Internet Stats, 2010).
“The World’s Most Innovative Companies 2010” report was recently published by Fast Company. It reports analyzes over 250 companies, including more than 75 non-U.S. businesses, and emphasizes the Top 50 Most Innovative Companies. In addition to the Top 50, Fast Company cited 59 Innovation All-stars, culled from past Top 50 honorees, plus ranked the Top 10 Most Innovative Companies in 24 categories, including advertising and marketing, biotechnology, film and TV, media, music, and sports.
In a previous blog post Employee Engagement was presented as an important driving force of organizational success and financial performance. It has a significant influence on a large number of factors that drive organizational performance outcomes. In successful organizations, Employee Engagement Index often transcends from a human capital performance measure into a strategic approach supported by tactics that drive improvement and organizational change (Gallup, 2008).
Hospital Management is an important part of healthcare administration, that represents the sum of all administration and management activities of hospitals, hospital networks or medical centers. As a discipline, it has developed empirically, due to hospitals being established as private charitable community resources, for religious missions, by physicians to have a place to practice, or as governmental driven entities. Hospitals have traditionally been operated and managed through a variety of means, each of them developing a different management philosophy and style.
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