scholarly journals Balance Scorecard -Financial Prspective Study of Hindustan Aeronautics Limited

2010 ◽  
Vol 9 (2) ◽  
pp. 81-92
Author(s):  
Leena James ◽  
Jeetendra Panigrahi
Keyword(s):  
Performance Evaluation ◽  
Strategic Planning ◽  
Balanced Scorecard ◽  
Management Tool ◽  
Competitive Environment ◽  
Balance Scorecard ◽  
The Balanced Scorecard ◽  
And Performance

In the current globalized and highly competitive environment, maintaining long term competitiveness requires companies to engage in overall strategic planning and performance evaluation, The balanced scorecard is now a well-known and widely used management tool for balancing an organization's performance and can react to situations.

Design and planning of the balanced scorecard: A case study

2007 ◽  
Vol 26 (3) ◽  
pp. 217-227
Author(s):  
Ming-Hon Hwang ◽  
Hsin Rau
Keyword(s):  
Performance Evaluation ◽  
Balanced Scorecard ◽  
Process Management ◽  
Planning Process ◽  
Company Performance ◽  
Correct Process ◽  
The Balanced Scorecard ◽  
Strategy Planning ◽  
And Performance

In the industrial economy, evaluating company performance based on financial results was good enough. However, in the current globalized and highly competitive environment, maintaining long term competitiveness requires companies to engage in overall strategic planning and performance evaluation. The balanced scorecard is a tool or method for balancing an organization's performance and can react to situations where a company's direction becomes disoriented. This approach assists in strategy planning, process management, and performance evaluation from four perspectives, including financial, customer, internal process, and learning and growth. Good strategy planning provides companies with a correct management direction, correct process management ensures the efficient execution of plans, and correct performance evaluation illustrates the execution results. This study mainly focuses on how a large rubber company in Taiwan utilizes the balanced scorecard in its organization. As the technical perspective is important in the rubber keypad industry, besides the four above perspectives, this company has added the technical perspective. By introducing this company and its progress in implementing the balanced scorecard, this study hopes to provide other companies, especially rubber companies, with a planning direction and reference for the future implementation of the balanced scorecard.

scholarly journals Using of the Balanced Scorecard for Performance Evaluation: Empirical Evidence from the Listed Corporations in the Palestine Exchange (PEX)

2016 ◽  
Vol 11 (3) ◽  
pp. 215
Author(s):  
Raed Ibrahim Saad ◽  
Zahran Mohammad Ali Daraghma
Keyword(s):  
Performance Evaluation ◽  
Strategic Planning ◽  
Empirical Evidence ◽  
Business Process ◽  
Balanced Scorecard ◽  
Descriptive Statistics ◽  
The Balanced Scorecard ◽  
Process Indicators ◽  
And Performance ◽  
Growth Indicators

<p>This manuscript is aiming at testing the extent to which the listed Palestinian corporations in the Palestine Exchange (PEX) are using the four perspectives of the Balanced Scorecard (BSC) in evaluating the performance. In order to achieve the previous objective, this paper uses a questionnaire to investigate the opinions of the financial managers of the listed corporations in thePEX. In relation to the results of the distributed questionnaire forms, there are 37 questionnaire forms, where 32 questionnaire forms were returned (32 out of 37) which presents (86.5%). This study employs the descriptive statistics in order to state the outcomes. However, the findings of this paper state the following points: (1) The financial managers rely on the financial and customer perspectives for evaluating the performance of the listed corporations in thePEX. (2) The Palestinian listed corporations do not rely on the learning and growth indicators for measuring the performance. (3) The Palestinian listed corporations do not rely on the business process indicators for measuring the performance. (4) This paper concludes that the listed corporations in Palestine do not rely on theBSCindicators for measuring the performance in a correct and complete way.</p>Finally yet importantly, this manuscript strongly recommends the listed corporations in the PEX to adopt the BSC for evaluating the performance. It also recommends the Palestine Exchange to obligate the listed corporations to use the BSC as a tool for strategic planning and performance evaluation.

scholarly journals Contrôle de Gestion et Performance dans les Organisations Publiques Marocaines: Quelles Spécificités?

2017 ◽  
Vol 13 (19) ◽  
pp. 231
Author(s):  
Botaina Mjidila ◽  
Youssef El Wazani ◽  
Malika Souaf
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Management Control ◽  
Management Tool ◽  
Balance Scorecard ◽  
Private Companies ◽  
The Balanced Scorecard ◽  
The Public ◽  
And Performance ◽  
The Impact

This paper focuses on the practice of Management Control within public organizations. Also, it provides an overview of the various constraints limiting the success of the implementation of this discipline in this type of organization. It also focuses on the impact of the implementation of a performance management system on these structures. Modernization and performance, two notions which is interdependent with the practice of management control, will also be mentioned in a synthetic way. In order to do this, we first present the concepts of modernization and performance. This was done according to different approaches. After then, it analyzed the performance management tool mostly used by private companies: "the management dashboard". Finally, the last part of this study will be devoted to discussing the relevance of the balanced scorecard developed by Norton and Kaplan. Also, they considered the balance scorecard to be the most appropriate tool in the public domain.

scholarly journals ENVIRONMENTAL - BALANCED SCORECARD SEBAGAI STRATEGI DALAM MENGHADAPI PERSAINGAN DI MASA MENDATANG

2002 ◽  
Vol 1 (1) ◽  
Author(s):  
Werner R. Murhadi
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Balance Scorecard ◽  
Past Performance ◽  
The Balanced Scorecard ◽  
Future Performance ◽  
Negative Environmental Impact ◽  
And Performance ◽  
A Company

Present development in performance measurement only considers the financial aspects of company that focuses on the past performance or lag indicator. Companies need other indicators to be used as lead indicators, to look after future performance. It needs a new method to integrate goals and performance measurement in a company, and to achieve vision and mission of the company. Balanced Scorecard system included, performance measurement based on financial aspect and non-financial aspects.Besides using the Balanced Scorecard as performance measurement, some companies use it as a strategic management system to manage its strategy for the long term. The Balance Scorecard, still could not response rapid concerns of society in environmental problems. Increasing of environmental awareness in the global society makes companies should not consider only on four perspectives in Balanced Scorecard, but also on environmental perspectives on companies' environment. Company's vision, mission and strategy should be reflected and inspired in the five aspects in Environmental-Balanced Scorecard.Tight competition in the industry and people's concern in reducing pesticide in the environment compels a company to develop strategies which can be used to satisfy its stakeholder. Environmental-Balanced Scorecard implementation as a management strategic system will help the company developing its competitive strategy and will satisfy society's demand to overcome negative environmental impact from its product.

Balanced Scorecard in the strategic planning of a construction company

2018 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Roberth Frias ◽  
Maria Medina
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Organization Theory ◽  
Management Control ◽  
Management Tool ◽  
The Balanced Scorecard ◽  
Construction Company ◽  
Construction Companies ◽  
The Impact

This research focused on the strategic management tool Balanced Scorecard and strategic planning, as a guide to guide the management of companies, allowing communication and the functionality of the strategy using KPIs that allow to identify, maintain control and increase efficiency and the achievement of optimal results. For the deductive hypothetical analysis, the specific factors that affect business management performance were grouped into two variables: Balanced Scorecard and Strategic Planning. The objective of the work was to demonstrate the impact of the Balanced Scorecard in the strategic planning of a construction company. In order to support the research, the following theories were approached: the Financial Theory, the Economic Theory of the Company, the Transaction Costs, the Network Theory, the Organization Theory, the Dependence on Resources, the Strategic Management Theory and the Business Diagnosis Theory. The result obtained confirms the hypothesis that there is a significant incidence of the Balanced Scorecard in the strategic planning of construction companies. In conclusion, the construction company has obtained significant improvements in the results in each of the indicators evaluated with the implementation of the Balanced Scorecard, demonstrating improvements in their management results, affirming that there is better performance and management control allowing them to achieve the organizational objectives set.

scholarly journals The application of Balanced Scorecard in team sports

2011 ◽  
Vol 5 (3-4) ◽  
pp. 29-32 ◽  
Author(s):  
András Becsky
Keyword(s):  
Strategic Planning ◽  
Present Article ◽  
Balanced Scorecard ◽  
Team Sports ◽  
The Balanced Scorecard

The present article discusses the application possibilities of the Balanced Scorecard strategic planning and controlling device for businesses managing team sports with the goal of professional efficiency and its long term sustainability.

Implementing a Balanced Scorecard as a Strategic Management Tool in a Long-Term Care Organization

2008 ◽  
Vol 13 (1_suppl) ◽  
pp. 8-14 ◽  
Author(s):  
Corinne Schalm
Keyword(s):  
Strategic Management ◽  
Balanced Scorecard ◽  
Management Tool ◽  
Care Group ◽  
Care Organization ◽  
Care Centre ◽  
Term Care ◽  
The Balanced Scorecard ◽  
Strategies For Change

Background The Capital Care Group, the largest public sector continuing care organization in Canada, had no ready access to information on its own performance and therefore was limited in its pursuit of evidence-informed decisionmaking. To remedy this, it was decided to introduce a balanced scorecard. Assessment of problem A literature review was conducted together with interviews with 10 other health care organizations which had implemented balanced scorecards. With this information, a workshop was held that resulted in a framework and about 120 potential indicators. Subsequently the number of indicators was reduced to 29, using pre-determined criteria. Results Development of a corporate balanced scorecard facilitated executive strategic thinking and clarified the organization's strategic direction. In parallel, scorecards were developed at the level of care centres. These had a common core of indicators, plus some site-specific ones. Development of the corporate scorecard took three years and an additional six months for the care centre scorecards. Strategies for change A formal implementation plan has been accepted by the executive team. Key to this is communicating to staff the role of scorecards for strategic management and not just performance measurement. Traditional thinking needs to change from a short-term operational focus to long-term strategy. In addition, champions need to be identified in each care centre and they need to be networked together. Finally, the scorecard is being integrated into existing operational management as a routine component together with resources to support its use. Lessons and messages The balanced scorecard has focused on its role as a strategic management tool. The indicators and dimensions need to be customized to the organization. Senior management must be seen to be driving its introduction. It is worth spending sufficient time developing and implementing a scorecard rather than trying to rush its introduction. The scorecard needs to be integrated with existing management processes and sufficient resources must be assigned. However, success will ultimately depend on the culture of the organization being appropriate and receptive.

scholarly journals The application of balanced scorecard in team sports

2010 ◽  
Vol 4 (5-6) ◽  
pp. 37-40
Author(s):  
András Becsky
Keyword(s):  
Strategic Planning ◽  
Present Article ◽  
Balanced Scorecard ◽  
Team Sports ◽  
The Balanced Scorecard

The present article discusses the application possibilities of the Balanced Scorecard strategic planning and controlling device for businesses managing team sports with the goal of professional efficiency and its long term sustainability.

Monitoring performance indicators in the Portuguese hospitality sector

2019 ◽  
Vol 31 (2) ◽  
pp. 790-811 ◽  
Author(s):  
Maria Luísa Ribeiro ◽  
Maria Luísa Vasconcelos ◽  
Fátima Rocha
Keyword(s):  
Performance Evaluation ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Hospitality Industry ◽  
Descriptive Analysis ◽  
Management Tool ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Doctoral Research ◽  
Hospitality Sector

PurposeThis article aims to analyze performance evaluation in the Portuguese hospitality sector. It assesses the frequency with which performance indicators are monitored, the relevance assigned to them and how the two are related. It further evaluates whether performance evaluation practices in the Portuguese hospitality sector are based on the balanced scorecard (BSC) philosophy.Design/methodology/approachThe study builds upon a doctoral research addressing the hospitality sector in Portugal. Theoretically, it resorts to a literature review on performance indicators and the Portuguese hospitality sector. Empirically, it looks at a sample of four- and five-star hotels operating in Portugal in 2012. A questionnaire addressing the four perspectives of BSC was applied, and a descriptive analysis was developed.FindingsPerformance indicators cover the four perspectives of BSC in a balanced way, which confirms its relevance as a strategic management tool. However, there is no coincidence between the performance indicators most frequently monitored and those considered to be most relevant.Practical implicationsThe study reviews/identifies performance indicators suitable for the hospitality sector and highlights ways to improve their use in the Portuguese hospitality sector.Social implicationsRedirecting the use of performance indicators to long-term objectives will benefit the financial results of the hospitality industry, with positive impacts on employment. This is particularly relevant as the hospitality industry is an activity strongly characterized by seasonality.Originality/valueThis is a descriptive study related to the use of indicators in the Portuguese hotel sector, to this date inexistent/innovative. It highlights the need for changes in the choice of performance indicators in the Portuguese hospitality sector and offers suggestions for future performance evaluation frameworks.

Sign in / Sign up

Export Citation Format

Share Document