... concerns In summary, it appears that MBO and theBalancedScorecard are essentially similar They are both based on the development of strategic measurements (although theBalancedScorecard is more ... pp 5-17 Kaplan, R. S and Norton, D.P (1992), TheBalancedScorecard – measures that drive performance”, Harvard Business Review, Vol 70 No 1, January/February, pp 71-9 Kaplan, R. S and Norton, D.P ... “Putting theBalancedScorecard to work”, Harvard Business Review, Vol 71 No 5, September/October, pp 134-42 Kaplan, R. S and Norton, D.P (1993b), “Implementing theBalancedScorecard at FMC Corporation:...
... or the financial services industry, where reporting structures are required for regulatory requirement compliance, it may be necessary to add a supplementary reporting structure In other circumstances, ... new reporting structure that addresses thebalancedscorecard themes and priorities may simply replace the existing performance reporting structure 2.1.2 Align the organisation to the strategy Kaplan ... Metrics Manager www.cognos.com Corporater Corporater BalancedScorecard www.corporater.com CorVu CorStrategy/CorManage www.corvu.com EFM Software BV Bizzscore www.efmsoftware.com Ergometrics Ergometrics...
... control and performance The associated Scorecard therefore differs substantially from the divisional Scorecard There are linkages between the two Scorecards but the alignment of the four Scorecard ... assist the architect in constructing a well balanced team 4.5 The Overall Scorecard Structure The next phase of theScorecard process is for the overall structure of theScorecard template to emerge ... theScorecard relative to other common performance management and measurement systems ● Chapter is particularly aimed at the reader who is encountering theScorecard for the first time and provides...
... Model TheBalancedScorecardTheBalancedScorecardTheBalancedScorecardTheBalancedScorecardTheBalancedScorecardTheBalancedScorecardTheBalancedScorecardTheBalancedScorecardTheBalanced ... Factors Origins TheBalancedScorecardTheBalancedScorecard is a framework that expresses an organisation’s strategy as a set of measurable goals from the perspectives of owners/investors, other external ... All rights reserved Page of 14 allocation “There is no single right way to perform Self-Assessment… The primary factors that determine the right approach for your organisation are its current...
... Literature review important as well as other measures like, number of returning customers, customers referred by other customers and market share Financial perspective Financial performance is the ... (2001a) refers to as the learning and growth factors TheBalancedScorecard allows managers to view their business from these four perspectives: Figure Translating Vision and Strategy: Four Perspectives ... These are the strategic drivers that are supposed to differentiate the organization from the competitors and create long term value for the customers and the owners The financial goals for growth...
... Brian E.Becker, Mark A.Husulid, Dave Ulrich (2001), The HR Scorecard, Harvard Business School, Boston [8] Mohan Nair (2004), Essentials Of Scorecard, John Wiley & Sons, Inc, Hoboken, New Jersey, ... [9] Rodney E.Smith (2000), BalancedScorecard Framework, Bell & Howell information and learning company, United States [10] Tami L Knotts, Stephen C Jones, Gerald G Udell, Using a "balanced approach" ... [truy cập 25/09/2007] [5] [truy cập 20/12/2007] Tiếng anh [6] Robert S .Kaplan, David P.Norton (2004), Strategy Maps, Harvard Business...
... 3.2.4.1 Trong lĩnh v c nghiên c u, phát tri n s n ph m R& D N n t ng công ngh c a s n ph m Microsoft platform, ch y môi trư ng Microsoft Windows Phát tri n s n ph m, gi i pháp phù h p theo quy ... tri n c a công ty ch t lư ng ph c v khách hàng 3.2.4.6 Trong lĩnh v c qu n tr ñi u hành Chi n lư c ñi u hành công vi c “Qu n tr theo m c tiêu” T ng bư c nghiên c u, ng d ng BalancedScorecard ... p trung tr lên ñư c ñào t o k Th trư ng Thương hi u chi n lư c; trình ñ ngo i ng ñư c tr ng c p nh t Đ tu i trung bình c a ñ i ngũ lao ñ ng FAST 31,5 tu i – m t ñ tu i r t tr , sung s c, tràn...
... marketing, hệ thống điều hành tài Trước hết chiến lược công ty kiểm tra Giáo sư Robert S Kaplan Ảnh: hossli.com khả nuôi dưỡng tầm nhìn hay không Sau chiến lược chiến thuật marketing phát triển, ... giảm 75% số khách hàng bỏ học cách thay đổi dịch vụ để trì lợi cạnh tranh Tập đoàn Hilton: Chiến lược marketing đặc biệt từ BalancedScorecard Tập đoàn khách sạn Hilton bắt đầu áp dụng Bảng điểm ... viện Kế toán quản lý trao tặng đóng góp ông cho thực tiễn cộng đồng học thuật UPS: Kéo khách hàng trở lại nhờ BalancedScorecard Dịch vụ chuyển phát nhanh UPS Mỹ thực tình trạng nợ chồng chất họ...
... profitability Percentage change in stock price attributable to +25 percent per year for next 10 years Earnings growth +20 percent per year for next 10 years Short-term corporate profitability Revenue growth ... focal point for corporate improvement activities Balanced Scorecard and the Project Manager ◾ Another key FedEx indicator is performance support The goal here is to create appropriate tools ... as the courier does the job Information from the handheld Tracker gets ported to the corporate database with the aggregated historical information ultimately used for manpower tracking, or comparison...
... cân điểm Balanced Score Card ( BSC) 1.1.1 Sự đời BSC Thẻ điểm cân Balanced Score Card (BSC) xây dựng Robert Kaplan – giáo sư chuyên ngành kế toán thuộc Đại học Harvard tiến sĩ David Norton – chuyên ... giá thành BalancedScorecard công ty TNHH thành viên đóng tàu Nha Trang” tác giả Lê Quang Lâm + Đề tài “Xây dựng hệ thống thẻ điểm cân (Balanced Scorecard) cho Tập đoàn Mai Linh Nam Trung Bộ Tây ... đông, Khách hàng thước đo nội Quá trình kinh doanh trọng yếu, đổi việc Học tập, tăng trưởng ([9] Robert S Kaplan Dadvid P Norton (2011), trang 26) Kaplan Norton xây dựng bốn nhóm yếu tố tiếp...
... ỉnhchiếnlượckhicần thiết II LỊCH S Ử PHÁT TRIỂN KháiniệmThẻđiểmcânbằng(BalancedScor ecard-BSC) lầnđầut iên đượcgiớithiệu vàon ăm 1992bởihaigiáosưđạihọcHarvardlàRobert S.KaplanvàDavidNortonvớimụcđí chlàthúc đẩy ... lương,thưởn g)dựatrênthànhtíchlànhântốquant r ngđểtriểnkhai thànhcôngB SCt rongdoanhn ghiệp.Cácdoanhnghiệp ánhdụn gthànhcôn gBSCđềugắnkết quyt r nhquảntrịthànhtíchvớiBSC.T rong quátrìnht hiếtlập ... chệch hướng đề r a sứ mệnh; Sứ mệnh không n gười hiểu ủng hộ; Sứ mệnh khôn g rr ng không truyền đạt rr n g tới cá nhân tổ chức, r phương hư ớn g hoạt động tổ chức; NHÓM 3_ MBA12 B Trang 11 THẺ...
... Scorecard: The Employee Perspective Summary: Berliner BalancedScorecard Approach Summary: Berliner BalancedScorecard Approach This contribution is the final of four essays, which were published in the ... Interest and Similar Expenses Other Other Figure 4: Hierarchy of indices of the potential perspective The hierarchy of indices of the customer perspective portrays the connection between the perspectives ... Quantification of the Customer Perspective of theBalancedScorecard .14 From the beginning the authors wanted to show, that the perspectives of theBalancedScorecard from Kaplan and Norton can be...
... researchers explained their role clearly and honestly before each meeting In the large staff meetings it was clarified by the head of the unit that the researchers were there to observe the interactions ... facilitation by the researchers Later, these observations were corroborated by interviews to increase the objectivity and neutrality of results For the purpose of this case study, the three PGF dimensions ... territoriality to altruism in interprofessional collaboration and leadership Journal of Interprofessional Care 2009, 23:320-330 37 Inamdar N, Kaplan RS, Bower M: Applying thebalanced scorecard...