One of Kumba Resources’ strategic objectives is to create a high performance culture amongst its employees. The Hay-group identified through worldwide studies that leadership style has a 70% influence on organisational culture, which in turn explains a 28% increase in revenues and profits. In view of the fact that leadership can have a positive influence on the bottom line it was identified as one of the key drivers to enhance performance. Thabazimbi iron ore mine implemented this leadership model to impact on the culture to move towards a ‘high performance’ culture. Thabazimbi developed an organisational culture model that is aligned to the foundational values (caring, accountability, fairness, integrity and respect) of Kumba Resources. Thabazimbi is in the process of building a strong organisational culture by creating an environment for its employees to perform in. The latest Organisational Culture Assessment that was conducted during November 2005 indicates that Thabazimbi’s culture is a ‘moderate high performance’ culture.

One of Kumba Resources’ strategic objectives is to create a high performance culture amongst its employees. The Hay-group identified through worldwide studies that leadership style has a 70% influence on organisational culture, which in turn explains a 28% increase in revenues and profits. In view of the fact that leadership can have a positive influence on the bottom line it was identified as one of the key drivers to enhance performance. Thabazimbi iron ore mine implemented this leadership model to impact on the culture to move towards a ‘high performance’ culture. Thabazimbi developed an organisational culture model that is aligned to the foundational values (caring, accountability, fairness, integrity and respect) of Kumba Resources. Thabazimbi is in the process of building a strong organisational culture by creating an environment for its employees to perform in. The latest Organisational Culture Assessment that was conducted during November 2005 indicates that Thabazimbi’s culture is a ‘moderate high performance’ culture.

Diploma thesis is focused on the area of corporate performance management in corporation. As the time passes and technology is developing, the amount of information is still increasing. The company has to work with these information and process data based on which it can make decisions in everyday business. It is crucial for the company to know how to process data and create processes and information systems so the data can be used for effective decisions making process. The goal of this thesis is to introduce corporate performance management as the complex system and make the proposal of the concept for the company on Slovak and Czech market trading with information technology. Thesis is divided into two parts. The first one is about introducing principles of corporate performance management (as abbreviation CPM) -- introduction of components, history and also the place of CPM in architecture of the company. It also describes the possible future of importance in the company IT structure. In the end of first part there are introduced 5 principles of integrating CPM into real company life cycle. In the second part, thesis is about application of CPM into the company on Czech and Slovak market. In the first place, analysis was done about the state of each of components of CPM. Afterwards, all components of CPM were again designed so it would be possible to reach the best results. In the second part there is also detailed manual according to 5 principles by Palladino how to implement corporate performance management into this company.

see file / Public Administration / M. A. (Public Administration)

see file / Public Administration and Management / M. A. (Public Administration)