Performance Management and the Balanced Scorecard Introduction Most successful businesses employ some sort of performance management system as a means to measure the effectiveness of their human capital and business processes. There are many different types of performance management systems in use, and some are more effective at producing actionable results than others. Those systems that can utilize key business indicators together with a motivated, engaged workforce focused on constant improvement
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and expands this BSC framework by including a brand maintenance and enhancement component. The concept of balance scorecard was introduced by Kaplan & Norton (1992, 1996, 2007) and they argued that that balance scorecard is a useful tool that tells managers how organization is performing in relation to strategic objectives of organization. Kaplan & Norton(1992) state the four perspectives which are financial perspective,customer perspective,internal business process perspective and learning
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meaning of a strategy (Kaplan & Norton, 1996). Each KPI measures the achievement of a certain strategic objective; and therefore managers should (1) understand very well the strategic objective and (2) select the KPI carefully to translate the achievement of this particular strategic objective. If managers do not understand the strategy or fail to select the right measure, management of the company may be misled by not measuring what needs to be measured. As Kaplan and Norton (1996) indicated
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Conceptual Foundations of the Balanced Scorecard Robert S. Kaplan Working Paper 10-074 Copyright © 2010 by Robert S. Kaplan Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. Conceptual Foundations of the Balanced Scorecard1 Robert S. Kaplan Harvard Business School, Harvard University 1 Paper originally
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and scope of marketing strategy and its implementation. Business strategy has entered a new market and competitive environment, appropriately designated as the market-driven era because of its central focus on the market as the basis for strategy design and implementation (Cravens, Greenley, Piercy, and Slater 1998; Day 1994). A pervasive dimension of this era is the pivotal role of the market in guiding strategic change. While the paradigms based on the market-driven era continue to evolve, it is
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Term Paper On Management Control System Topic: Recent Balance Scorecard Theory & Practices Of Bangladeshi Company SUBMITTED TO: Md. ABUL KASHEM Associate professor SUBMITTED BY: RIFFAT ARA RAFIQ; ID: 61018-11-061 SESSION: Fall’ 2011 DATE OF SUBMISSION: 26th DECEMBER ’2011 DEPARTMENT OF MANAGEMENT INFORMATION SYSTEM Acknowledgement I express my gratefulness to Almighty Allah for his kindness, which enabled
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and had yet to reach the U.S. 2. Success of Trivial Pursuit in Canada was crucial 3. Reiss’s experience in the logistics and lead time concerns of manufacturing in the toy industry 4. Reiss’s personal connections: • Kaplan (Equity) • Helen Factoring (Billing & Accounts Receivables) • Swiss Colony (production and shipping) • Suppliers for books, boards and boxes Q.2. What risks and obstacles had to be overcome to pursue the opportunity
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Journal of Management Research ISSN 1941-899X 2014, Vol. 6, No. 4 Understanding Performance Indicators of Organizational Achievement in Turkish Airline Companies Dilek Erdogan (Corresponding author) Department of Aviation Management, Faculty of Aeronautics and Astronautics Anadolu University, Eskisehir, Turkey Tel: 90-222-321-3550 / 6984 E-mail: dilekc@anadolu.edu.tr Ergun Kaya Department of Management, Faculty of Business Administration Anadolu University, Eskisehir, Turkey Tel:
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This report aims to evaluate the criticisms made during this period by Kaplan and Cooper, and to use a range of theories and developments to assess whether these criticisms have been overcome. The use of case studies to evaluate these changes in practice will give supporting evidence to the changes that have been made. Introduction to Kaplan and Cooper’s Criticisms: Since 1987 when H. Thomas Johnson and Robert S. Kaplan wrote ‘Relevance Lost: the rise and fall of Management Accounting’, there
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Environmental Engineering Final thesis Timo Flaspöhler Design of the runner of a Kaplan turbine for small hydroelectric power plants Supervisor Commissioned by Tampere 2007 Jaakko Mattila Tampere University of Applied Sciences, Mechanical engineering department TAMPERE UNIVERSITY OF APPLIED SCIENES Environmental Engineering Timo Flaspöhler Final thesis Supervisor November 2007 Keywords Design of the runner of a Kaplan turbine for small hydroelectric power plants 78 pages, 42 pages
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