The topic of this master thesis are the Systems for managing enterprise IT. This paper is divided into three parts, where the first and second part gives a comprehensive view and concentrates existing knowledge from the examined area. The third part consists of my own conclusions based on available resources. For the overall IT Management, it is necessary to manage and measure IT Performance. Therefore, the first part deals with IT Performance Management (ITPM).Performance Management should penetrate the entire organization and ITPM should be part of the overall Performance Management of the organization. It is necessary to manage and measure performance at all levels of the organization (strategic, tactical and operational level). To measure the organizational IT performance, it is necessary to design relevant metrics. To design these metrics it is recommendable to follow a framework, whether ITIL or COBIT. The second part of this paper deals with IT Management frameworks and their support for designing metrics. It deals with the new wave in IT -- ITSM (IT Service Management). The de facto standard for ITSM is ITIL. Furthermore, the second part discusses the de facto standard for IT Governance -- COBIT and IT Balanced Scorecard for clarifying and translating the vision and strategy into specific objectives. The third part describes a specific procedure for designing metrics according to the ITIL framework. In addition, this part describes the software Metricus which enables a centralized management of ITPM and uses a holistic view of the overall ITPM.

The Master's Thesis is focused on the performance management system in the Bambino Kindergarten Company and the aim is to compare theoretical knowledge with the established and applied procedures in practice. The main goal of the Master's Thesis is to analyze the performance management system in the company. Partial purpose is to carry out an employee survey that reveals the perception of performance management by individual employees. Performance management system in the company is based on the theoretical knowledge and is set according to the theoretical requirements. Primary sources for the system analysis are internal documents from the company, personal interview with the CEO of the company and data from the employee survey. System analysis and collected data identify the strengths and weaknesses of the established and applied performance management system. Regard to the new data, suggestions are designed to optimize and improve the current situation.

This master thesis examines the evaluation system and performance management of a selected organization. It describes the theoretical basis and trends that firms are currently facing. Additionally this thesis analyses the evaluation system of a selected group of employees in the organization and assesses the system based on the analysis and the results of survey. At the end recommendations how to improve current evaluation system are presented.

This thesis deals with impact of the chosen factors on the performance of employees. It describes performance itself, productivity and difference between them. It examines factors which can have impact on the performance. There are analyzed different ways of evaluation of working performance and productivity and examined possible ways of performance management. There is analyzed which factors have impact on performance in chosen organization where research was made, using logistic regression. There are presented results of research and analyzed impact in practice. Finally it suggests possible solution and recommendation for management of the organization.

The main objective of the diploma thesis called "Analysis and design of BI Reporting and Dashboards Survey" is to analyze the main principles of Business Intelligence and Corporate Performance Management approach with a focus on performance reporting and dashboards, and to design a survey form for BI Reporting and Dashboards Survey which will focus on the current state of the reporting and dashboards in European enterprises. The final design of the market survey form is based on the identified key areas of the topic and is created by using the basic principles of statistics which help to compose successful market surveys. It represents the main input for the conduct of the quantitative market survey planned to be realized in the summer of 2014. The first part of the diploma thesis represents the theoretical baseline for the analysis of the key areas of the survey's content. This part includes introduction to the BI and CPM principles (chapter 2) followed by the identification and definition of key elements of successful BI reporting and dashboards (chapter 3). The last chapter of this part (chapter 4) summarizes the key principles of statistics leading to beneficial composition of market surveys. The second, practical part of the diploma thesis (chapter 5), presents the overall design of the BI Reporting and Dashboards Survey. This design includes scope, objectives of the survey, profile of respondents, and specification of the question form with predefined range of possible answers to each individual question. The final design of the question form is also available in Appendix 1 in MS Excel file. This diploma thesis emphasizes the importance of the effective performance reporting and the beneficial use of dashboards in organizations and outlines the key areas of those topics which business representatives should focus on. Another benefit of this thesis is the prepared question form itself which might bring interesting and valuable findings about the current state of BI reporting and dashboards implemented and used among the European countries.

This Master Thesis deals with the use of modern information technologies in business man-agement, business data processing and measurement of business performance, in order to achieve better management decisions. This thesis aims to: introduce a business intelligence principle and business performance management within a certain designated area, their us-age in management systems and, last but not least, their usage in creation of modern presentation tools, dashboards. The theoretical part of this thesis is divided into three chapters. The first deals with busi-ness intelligence, which not only explains this concept and the basic principles of this tech-nology, but also the importance of quality in processing data. The next chapter describes business performance management. The subchapters provide information about the types of control systems and their performance, balanced scorecard method, and types of indicators to measure performance. The chapter dealing with management applications for decision support describes how the above-mentioned technologies and processes can be used for managerial praxes. The practical part is divided into two chapters. The first chapter provides a suggestion of indicators for measuring the selling performance of retail companies. The second part deals with a selection of indicators for a prototype of a dashboard, which is incorporated into a Competence Center of Retail Analytics.

The main objective of the thesis was to define and analyze key aspects of managerial work in multicultural environment, in one of the Shared Services Center department, of multinational company based in Prague, Czech Republic. Further thesis aimed to define essential competencies of the successful manager and leader driving performance of multicultural department and provides recommendations to improve managerial performance in key aspects of manager s work such as communication, motivation, performance management and cross-cultural leadership. It is argued that presence of intercultural interactions between managers and their subordinates, impacts effectiveness of the managerial performance. Thesis consists of theoretical and practical part. First part of the thesis explores theoretical concepts regarding culture, communication, motivation and leadership with respect to multicultural environment specifics. In the second part, used research methods, conducted research analysis and outcomes are presented. Further in practical part recommendation towards analyzed aspects of managerial work that would lead to higher overall department performance are defined.

For the past two decades, interest in the performance of local governments has become high in public management. The wave of performance consciousness has thus far diffused from developed countries to developing countries where decreasing public confidence and trust in government has made the implementation of performance management policies a way of improving public perception of government performance. Meanwhile, the implementation of such policies is often based on untested assumptions some of which constitute gaps in the literature. For instance, it is understood that performance management systems enable public organisations that provide services to satisfy citizens’ demand for services. It is also assumed that mechanisms for managing organisational performance recognise and address the interests of multiple stakeholders in an organisational environment and that once performance management systems generate performance information, decision makers are likely to use that information to advance the goals of their organisations. This study explores these assertions by investigating performance management practices of local government authorities in Ghana. It sets out to understand how local governments manage organisational performance and what shapes their performance. It also examines the scope of a performance enhancing policy to determine whether it addresses multiple perspectives of organisational performance and the extent to which local government managers use performance information to improve service delivery. The study adopts a qualitative research approach by using data from interviews, focus group discussions, observations and documents to construct and interpret research findings. This research identified internal and external mechanisms for managing local government performance and found that central-local government relations allows the former to influence the latter’s priorities by imposing on them, the national development policy, in ways that define development planning, performance reporting and local government controls. Following Kaplan and Norton (1992), a Balanced Score Card framework was used to examine the scope of performance indicators used to assess the performance of local governments under the District Development Facility. The findings reveal that performance indicators tend to be skewed towards financial and internal organisational aspects of performance rather than incorporating citizens’ views about local government performance or promoting organisational learning, innovation and accountability. The findings offer insights for re-examining multiple principal-agent relationships at the local government level where the assessment of local government performance excludes the opinions of local residents and affects local governments’ accountability to citizens. Although developing a culture of performance emerged as a key factor for improving local government performance, the findings revealed that the use of performance information by local government managers to make decisions on service delivery depends on the importance of performance information, their commitment to central government’s priorities, reporting requirements of externally funded projects and public service motivation. This study concludes that the utilisation of performance information to improve service delivery is necessary but not sufficient without adopting an all-inclusive, citizen-centred approach woven into the formulation, implementation and evaluation of performance management systems in a developing country context.

This study focuses on the development of a Performance Management model. However, the concepts of world-class and globalisation is discussed at length as a frame of reference for a best practice studded performance management system. The study further elaborates on the theoretical model of the world-class organisation as well as on the important milestones that organisations may have to go through in their pursuit for world-class status. Training, quality, reward and recognition, and the standardisation of operational procedures are highlighted as issues that inter alia should not be ignored when developing a performance management model. Furthermore, a world-class organisation, which the new institution strives to be associated with, should be strategically led, competitively focused, market orientated, employee driven and operationally sound. It should do what it is good at and adapt quickly to the changes in the market place. It has to benchmark against competition and operate in terms of the team based approach to surpass its competitors. A well thought out performance management model could therefore be an ideal instrument to use to realise the above objectives and for it to be successfully implemented world-class principles and milestones discussed in this study should not be ignored. To move closer to realising the objective of developing a world-class performance management model within the context of a world-class organisation, the study provides a detailed discussion of performance management and its key components, namely the traditional appraisal processes; the 360 „a feedback; the management by objectives and its emphasis on performance outputs. It also outlines the relationship between the required competencies and performance output. Emphasis is also laid on the need to shift from a pure output based appraisal tools to an integrated performance model that incorporates competencies, performance output and continued progress reviews. The need to incorporate grievances and appeal processes in a performance management model is also identified as a very important factor not to be lost sight of when crafting a performance management model. This aspect is useful to consider because it could indicate the extent to which the model will be efficient, fair and legally compliant to the existing labour legislation. The empirical aspect of this study further tested the perception of staff of the former technikons on performance management. Although the response rate was not what one would have expected, it was however encouraging to note that the organisational climate and culture at the technikons that did not have any instrument to measure performance were quite receptive to the introduction of a performance management system. It is assumed that the envisaged model will assist in improving the supervisor employee communication, clarify on a continued basis the organisation's expectations from each employee and assist the organisation to deliver to its expected mandate. / Prof. JA Slabbert

This diploma thesis focuses on the area of outsourcing and shared services centers. It includes general characteristics of outsourcing. It deals in addition with definition and description of koncept shared services, its history, advantages, disadvantages, comparison with similar organization models and strategic aspects of this concept. Part of thesis focuses on audit in area of shared services center. This thesis deals with issues of performance management of accounting shared services centers in areas of accounts payable and accounts receivable in the USA, Czech Republic and Slovakia. The practical part of this thesis is established on mentioned theoretical themes. There is described and evaluated situation in specific accounting shared services center in the Czech Republic from view of performance and maturity of shared services center.