“Good Design is Good Business”: An Empirical Conceptualization of Design Management Using the Balanced Score Card

2021 ◽  
Vol 16 (1) ◽  
pp. 66-77
Author(s):  
Ian Parkman ◽  
Keven Malkewitz
Keyword(s):  
Design Management ◽  
Balanced Score Card ◽  
Good Design ◽  
Score Card ◽  
The Balanced Score Card

scholarly journals A score card approach to management education accreditation

2016 ◽  
Vol 2 (12) ◽  
pp. 1 ◽  
Author(s):  
MSS EL Namaki
Keyword(s):  
Management Education ◽  
The United States ◽  
Balanced Score Card ◽  
Mba Programs ◽  
Business Programs ◽  
Program Accreditation ◽  
Score Card ◽  
The Us ◽  
The Balanced Score Card ◽  
Conceptual Foundations

Accreditation of business programs and institutions is a powerful industry in the United States and Europe. The industry has massive followers and holds sway over the fate of many an institution. World wide data are not easily accessible but some figures are indicative of the scale and scope of the industry. It is estimated that there are over 4,000 MBA programs in the US, offered by 454 institutions (AACSB, 2014). A multiple of that exists worldwide. Each and every of those institutions needs accreditation or a confirmation of the conformity of the institutional framework, the conversion process and the ultimate outcome with specific standards. The problem, however, is that the standards and those who measure them, have run out of steam, an issue that attracted many including some US politicians(WSJ, July 8, 2015). The following article explores today’s accreditation practice flaws and the potential for a substitute. The article starts with a brief critique of current practice. This is followed by an analysis of the three conceptual foundations of a substitute: systems thinking, metrics and the balanced score card. This alternative blends those conceptual foundations and suggests a novel accreditation instrument: the Program Accreditation Score card or PAS. The article further explores the tenants of this novel instrument and explores its applied dimensions. The article relies on several works on the issue of the accreditation of management education efforts. It refers to existing approaches practiced by key accreditation market leaders and explores some contextual literature. The article could lead to the introduction of a structural change in the conceptual framework and the operational tools of the management education accreditation industry.

scholarly journals Implementation of the Balanced Score Card to Achieve Strategic Goals in the State Islamic Religious Colleges

2019 ◽  
Vol 7 (2) ◽  
pp. 281-301
Author(s):  
Yusuf Hadijaya ◽  
Inom Nasution ◽  
Suhairi Suhairi
Keyword(s):  
Higher Education ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Performance Indicator ◽  
Management Approach ◽  
Balanced Score Card ◽  
Score Card ◽  
Religious Colleges ◽  
And Performance ◽  
The Balanced Score Card

Performance Management in State Islamic Religious Colleges (PTKIN) Indonesia are still often ignoring the identification of stakeholders and the primary performance indicator of management measurement goal. The Balanced Score Card (BSC) as a management approach translates the direction of Higher Education developing into an action based on the initiatives identity number and management measurement goal systems. In the context aims to determine the implementation of the Balanced Score Card at PTKIN with four perspectives which are connected as part of the chain driving to achieve the strategic point of Higher Education and performance of higher education results model. This research is qualitative research with the technique of data collection on observation, in-depth interviews, and documentation. The results paper shows that the Balanced Score Card is the performance integrating on management system at UIN Jakarta, UIN Yogyakarta, and UIN North Sumatera through the making of Score Cards with the processing of strategy maps to achieve its strategic point of higher education objectives. The Map Strategy is preparing as a companion model for its BSC implementation management goal of Higher Education. Keywords: Balanced Scorecard, Strategic Objectives, Initiatives, and Performance Indicators Abstrak Manajemen Kinerja di banyak Perguruan Tinggi Keagamaan Islam Negeri (PTKIN) di Indonesia masih sering mengabaikan identifikasi stakeholders dan sistem pengukuran indikator kinerja utama. Balanced Score Card (BSC) sebagai sebuah pendekatan manajemen menerjemahkan arah pengembangan Perguruan Tinggi pada aksi yang dilandasi oleh identifikasi inisiatif dan sistem pengukuran. Dalam konteks ini, penelitian ini bertujuan untuk mengetahui implementasi Balanced Score Card di PTKIN dalam empat perspektif yang dihubungkan sebagai bagian dari rantai pendorong untuk mencapai tujuan-tujuan strategis dan hasil capaian kinerja. Penelitian ini merupakan penelitian kualitatif dengan teknik pengumpulan berupa observasi, wawancara, dan dokumentasi. Hasil penelitian menunjukkan bahwa BSC diintegrasikan dalam sistem manajemen kinerja di UIN Jakarta, UIN Yogyakarta, dan UIN Sumatera Utara melalui pembuatan score cards dan/atau peta strategi dalam mencapai tujuan-tujuan strategis. Kata Kunci: Balanced Score Card, Tujuan Strategies, Inisiatif, dan Indikator Kinerja

scholarly journals Selected Human Resources Factors as Determinants of Performance Management Framework Implementation in Kenya

2016 ◽  
Vol 11 (9) ◽  
pp. 192
Author(s):  
Jane Sang ◽  
Michael Korir ◽  
Bob Wishitemi
Keyword(s):  
Performance Management ◽  
Leadership Style ◽  
Balanced Score Card ◽  
Management Framework ◽  
Performance Framework ◽  
Score Card ◽  
Employee Relationship ◽  
And Performance ◽  
The Balanced Score Card ◽  
Card Model

The purpose of this paper is to examine human resource factors on implementation of performance management framework in Kenya and, specifically, at Moi Teaching and Referral Hospital (MTRH). The theory of planned behaviour and the Balanced Score Card Model were used to show how people are linked to the success of the organization. Questionnaires were 510 respondents through simple random and stratified sampling techniques out of which 505 (99%) subjects responded. SEMPATH model was test the hypotheses. Results of hypothesis testing indicate that employee attitude and leadership style have a significant relationship with implementation of performance management. The first model showed that leadership style was found not to likely affect implementation with other variable at the standardized regression measured .01 and was not significant at p> .05. A second model was therefore tested whereby leadership styles were conceptualized to influence attitude and in retrospect attitude affect implementation of performance management. The standardized regression between attitude and performance management directly was .41. The study established that leadership style influence attitude which, in turn, determines employee relationship with the implementation of performance management framework. It was therefore recommended that, to effectively manage the implementation of performance framework, an organization should put in place.

scholarly journals The integration of intrapreneurship into a performance management model

2007 ◽  
Vol 5 (2) ◽  
pp. 1 ◽  
Author(s):  
Thabo WL Foba ◽  
Dawie De Villiers
Keyword(s):  
Performance Management ◽  
Management Model ◽  
Management Systems ◽  
Balanced Score Card ◽  
Opinion Survey ◽  
New Approach ◽  
Performance Management Systems ◽  
Score Card ◽  
The Balanced Score Card ◽  
New Generation

This study aimed to investigate the feasibility of using the dynamics of intrapreneurship to develop a new generation performance management model based on the structural dynamics of the Balanced Score Card approach. The literature survey covered entrepreneurship, from which the construct, intrapreneurship, was synthesized. Reconstructive logic and Hermeneutic methodology were used in studying the performance management systems and the Balanced Score Card approach. The dynamics were then integrated into a new approach for the management of performance of intrapreneurial employees in the corporate environment. An unstructured opinion survey followed: a sample of intrapreneurship students evaluated and validated the model’s conceptual feasibility and probable practical value.

BOL China

2003 ◽  
Vol 07 (02) ◽  
pp. 115-144
Author(s):  
Juan Antonio Fernandez ◽  
Jennifer Z. Wang ◽  
Dongjun Chen
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Performance Measurement System ◽  
Balanced Score Card ◽  
Score Card ◽  
The World ◽  
On Line ◽  
Business In China ◽  
The Balanced Score Card ◽  
One Year

BOL China was part of the German group Bertelsmann, one of the biggest media groups in the world. The company was the pioneer of e-business in China with the establishment of Bertelsmann on Line (BOL China). The case presents the situation of the company after one year of operations and relates the difficulties of starting an e-business when the infrastructure of the country was limited. It describes the characteristics of e-business and the demands it posed in terms of strategy and operations. Finally, the case also explores the design of a performance measurement system for the e-business, using the Balanced Score-card as a model.

scholarly journals Personal Strategy and Change Readiness

2015 ◽  
Vol 8 (1) ◽  
pp. 144
Author(s):  
Jehiel Zif
Keyword(s):  
Well Being ◽  
Building Blocks ◽  
Change Readiness ◽  
Balanced Score Card ◽  
Effective Strategy ◽  
Life Styles ◽  
Personal Strengths ◽  
Score Card ◽  
The Balanced Score Card ◽  
Personal Strategy

<p>Guidelines for developing personal strategy are based on strategic concepts for business and a framework of well-being. The notion is that effective strategy has to balance a deliberate and specific plan with an evolving strategy of change as a result of new opportunities and threats. The set of personal objectives to be prioritized are a modified version of flourishing components in positive psychology. Alternative life styles are presented based on the objectives. The building blocks of the strategy are borrowed from the Balanced Score Card methodology. The paper emphasizes the importance of personal strengths in choosing initiatives for action. The approach to change is constructed by three variables of change readiness: trigger identification, preparation for action and mode of action.</p>

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