Applying the Balanced Scorecard to Education DEMETRIUS KARATHANOS PATRICIA KARATHANOS Southeast Missouri State University Cape Girardeau‚ Missouri T he concept of the balanced scorecard (BSC) was first introduced by Robert S. Kaplan and David P. Norton (1992) in their now widely cited Harvard Business Review article‚ “The Balanced Scorecard—Measures that Drive Performance.” The widespread adoption and use of the BSC is well documented. For example‚ Kaplan and Norton (2001) reported that by
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coherent set of performance measures………………………………………... 2 2.1 Performance Measures………………………………………………………….... 2 2.2 Balanced Scorecard………………………………………………………………. 2 2.3 Key Performance Indicators……………………………………………………... 3 3 Application of measures of performance………………………………………………….. 5 3.1 Balanced Scorecard Approach in Vodafone Group ………………… ………….. 5 3.2 The application of the Balanced Scorecard to Vodafone Group ………………... 5 3.3 Customer Perspective…………………………………………………………….. 7 3.4 Financial Perspective……………………………………………………………
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Katherine Wilson February 1‚ 2013 Dr. Kunze Organization & Management Chapter 5 Analysis: Strategizing Main Purpose The primary focus of this chapter was to place emphasis on strategic management and how to plan objectives in order to ensure all goals of the company are met. This relates directly with the previous chapter because the P-O-L-C framework is incorporated. The author begins by describing the term strategy. Strategy is a central part of the planning function in P-O-L-C
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VWDO BRASIL AGENDA 1. Hardfacts about VWB and brazilian market 2. Historical background 3. Challenges Schmall had to manage 4. The new Strategy 5. Strengths and weaknesses of the BSC 6. Dealing with 2009‘s problems 7. Learnings from the Case Study VWB & BRAZILIAN MARKET VWB (data
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long term strategy‚ the organization must ensure that they have a balanced scorecard (Kaplan & Norton‚ 2007). A framework is provide by the balanced scorecard to ensure the successful implementation of the company’s strategy‚ while simultaneously allowing the strategy to evolve in order to respond to any changes in the company’s technological‚ market‚ and competitive environments (Kaplan & Norton‚ 2007). Without a balanced scorecard‚ most organizations fail to achieve the consistency of the action
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results for four years in a row from 1992. Purpose of balance scorecard Set clear goals for appraise and provide specific measures for the person doing appraisal Includes both quantitative and qualitative parameters Provide organization with tools to do strategic management and operational control Helps executives to focus on several important measures that drive the strategy Introduction to balance scorecard They implemented performance scorecard specifying goals and measures manager’s performance in 6
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B0911A Risk Management and the Strategy Execution System By Robert S. Kaplan For a complete list of Harvard Business Publishing newsletters: http://newsletters.harvardbusiness.org For reprint and subscription information for Balanced Scorecard Report : Call 800-988-0866 or 617-783-7500 http://bsr.harvardbusinessonline.org For customized and quantity orders of reprints: Call 617-783-7626 Fax 617-783-7658 For permission to copy or republish: Call 617-783-7587 BALANCE ON
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Suffolk University Sawyer Business School PAD 713AE: Budgeting and Financial Management Research Paper Performance Management in Non-Profit Organizations Ruy N (Ryan) Ribeiro 05/01/2010 Introduction Non-Profit organizations are trusted to address some the most challenging issues affecting society: ending violence in inner-city communities‚ educating disadvantaged children‚ diminishing health disparities and empowering disfranchised populations to bring about
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THE BALANCED SCORECARD For Operational Control (evaluating performance and taking corrective action) most companies traditionally relied upon Financial measures of performance ( Return-On-Investment‚ Net Income‚ Total Revenues‚ etc. ( particularly at the strategic company-wide level. The problem with financial measures of performance is that they are: lag indicators of performance • are not operational – that is‚ they do not readily tell the nature of corrective action
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CHAPTER 16 GENERAL LEDGER AND REPORTING SYSTEM SUGGESTED ANSWERS TO DISCUSSION QUESTIONS 16.1 Although XBRL facilitates the electronic exchange of financial information‚ some external users do not think it goes far enough. They would like access to the entire general ledger‚ not just to XBRL-tagged financial reports that summarize general ledger accounts. Should companies provide external users with such access? Why or why not? No‚ companies should not provide access to their general ledger
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