Since coming to the Johnson Graduate School of Management in 1991, Robert J. Bloomfield has used laboratory experiments to study financial markets and investor behavior. He has also published in all major business disciplines, including finance, accounting, marketing, organizational behavior, and operations research. Professor Bloomfield served as director of the Financial Accounting Standards Research Initiative (FASRI), an activity of the Financial Accounting Standards Board, and is an editor of a special issue of Journal of Accounting Research dedicated to Registered Reports of empirical research. Professor Bloomfield has recently taken on editorship of Journal of Financial Reporting, which is pioneering an innovative editorial process intended to broaden the range of research methods used in accounting, improve the quality of research execution, and encourage the honest reporting of findings.
Aligning Performance Measures with Business StrategyCornell Course
Business Strategy
Cornell CourseAligning Performance Measures with Business Strategy ()
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Course Overview
Performance reporting has three main aspects that managers must understand in order to implement it properly:
- 1. Managers must represent organizational strategy the way a scientist would, by identifying causes and effects and linking each cause and effect to a measure can be reported, discussed and improved upon throughout the organization.
- 2. Managers must understand the inherent errors in your measures of performance. You need to understand the nature of the errors and how best to address them.
- 3. Managers must understand how the performance measures you create will influence the behavior of others.
This online course explores the types and sources of measurement error, the use of causal models in analyzing measures of performance, and the differences between managing measures and managing performance.
Key Course Takeaways
- Predict how different forms of measurement error present in your firm will influence the behaviors and decisions of managers
- Diagnose reasons for good and bad performance by analyzing the cause-and-effect relationships between objectives and outcomes, and the measurements used for each
- Propose improvements to your firm's systems for measuring performance in the planning and execution of business strategy
- Distinguish between managing measures and managing performance
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Course Length
2 weeks
Effort
3-5 hours per week
Format
100% online, instructor-led
Course Author
Robert Bloomfield
Professor of Management
Cornell SC Johnson College of Business
Nicholas H. Noyes Professor of Management, Johnson Graduate School of Management, SC Johnson College of Business, Cornell University
Who Should Enroll
People at all levels in any functional area in for-profit, not-for-profit and governmental organizations who want to be more effective in:
- Specifying organizational strategy, or implementing the strategies specified by others.
- Linking performance evaluation and incentives to organizational strategy.
- Revising strategy and operations to accomplish strategic goals at lower cost.
- Helping employees collaborate and work together across departments and functional areas, and communicate more effectively with colleagues about the goals and performance of their organization.
Accounting and finance people will also benefit enormously from this program. This series applies the work of accounting, measurement, and thinking strategically about costs and performance in every corner of an organization.
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