Performance Measurement with the Balanced Scorecard

Name: Performance Measurement with the Balanced Scorecard
Author: Stefano Biazzo

A Practical Approach to Implementation within SMEs

Paperback Engels 2012 9783642247606

Verkooppositie 5774

Verwachte levertijd ongeveer 8 werkdagen

72,93

In winkelwagen

Samenvatting

Do we really know the critical phenomena that are linked to how enterprises function and the dynamics of their relationships with customers, suppliers and competitors? Are their decision-making processes founded upon a set of performance measurements that were accurately designed and systematically elaborated? The above questions are the focus of this book, as is the following premise: enterprises need a system to measure their critical performances so they can be managed effectively; metaphorically speaking, enterprises need a “management dashboard” to serve as a navigational aid. A dashboard to show – with as few distortions as possible – the pattern of key variables that characterizes the specific formula enterprises use to face their competitive and social environment.

Specificaties

ISBN13:9783642247606

Taal:Engels

Bindwijze:paperback

Aantal pagina's:133

Uitgever:Springer

Druk:2012

Verschijningsdatum:5-1-2012

Hoofdrubriek:Personeelsmanagement

Lezersrecensies

Wees de eerste die een lezersrecensie schrijft!

Schrijf een recensie

Geef uw waardering

Zeer goed Goed Voldoende Matig Slecht

Inhoudsopgave

Preface…………………………………………………………………………..…………………… 3 Chapter 1 Measuring business performances The Balanced Scorecard model…………………………………………..5 1.1 A dashboard for enterprise management. 3 1.2 Looking for balance. 3 1.3 Looking for strategic alignment. 3 1.4 The Balanced Scorecard as a reference model 3 1.5 Using BSC: the pyramid analysis of performances. 3 Chapter 2 The Balanced Scorecard for SMEs: a circular approach ….21 2.1 Implementing the BSC: traditional approaches ……………………............... 21 2.2 A circular approach to the BSC………………………………………....................... 23 2.3 Unveiling what is regularly under control………………………................ ...…25 2.4 Designing the performance measurement and management system………………............................................................................................................... ...28 Chapter 3 Corporate strategy and the Balanced Scorecard .…………….33 3.1 Processes leading to corporate strategy…………………………………………..33 3.2 BSC, learning loops and strategy review loops …………………………………37 3.3 BSC, strategic control and entrepreneurship ……………………………………39 Chapter 4 Models for measuring performances ……………………………..42 4.1 Measuring performances in SMEs ……………………………………………….…42 4.2 Performance measurement and contingent factors……………………..……43 4.3 Characteristics of the main peformance measurement models…….……44 4.4 Models for measuring performances: a comparison.. …………………….……50 Chapter 5 Empirical evidence: implementing the BSC in SMEs …………60 5.1 The Valbona case: implicit dashboard and BSC design …………………..……61 5.2 The Home Cucine case: the BSC as pivot of the management system…....74 5.3 The Uniflair case: UNIBOARD and the indicator dictionary…………………..91 Bibliography……………………………………………………….……………………………104