A Managerial Perspective on the Use of the Balanced Scorecard for Non-Profit Organizations in Educational Field

2017 ◽  
Vol 9 (1) ◽  
pp. 77-93
Author(s):  
Gabriel CHELARIU ◽  
◽  
Roxana DICU ◽  
Daniela MARDIROS ◽  
Leontina PAVALOAIA ◽  
...  
Keyword(s):  
Balanced Scorecard ◽  
Non Profit ◽  
The Balanced Scorecard ◽  
Non Profit Organizations ◽  
Educational Field ◽  
Managerial Perspective

scholarly journals The Socio-technical Balanced Scorecard for Assessing a Public University

2010 ◽  
pp. 47-60
Author(s):  
Ramanjit Singh ◽  
Trevor Wood-Harper
Keyword(s):  
Balanced Scorecard ◽  
New Technologies ◽  
Well Being ◽  
Public University ◽  
Work Lives ◽  
Non Profit ◽  
The Balanced Scorecard ◽  
For Profit ◽  
Non Profit Organizations ◽  
For Profit Organizations

The socio-technical theory is concerned with humanistic welfare paradigm. The socio-technical principles aim to improve redundant jobs and thereby benefit human work lives. Hence, jobs are enriched using flexible work methods, empowerment strategies and new technologies. Balanced scorecard is a framework that measures whether the firm is meeting its objectives in terms of vision and strategy. It assesses four perspectives: financial, customer, internal business processes and innovation & learning. Even though the balanced scorecard has proven to be beneficial in the for-profit organizations of the past, most non-profit organizations were unable to utilize the balanced scorecard. The original configuration of balanced scorecard placed financial goals on the top of the hierarchy and since maximizing shareholder wealth is not the main objective for most non-profit organizations, it was not widely applied by these organizations. Since non-profit organizations usually operate to maximize the well-being of the society, socio-technical work design principles may receive a greater acceptance in these organizations than in for-profit organizations. Thus, a socio-technical balanced scorecard for the non-profit organizations will be formulated with an emphasis on employee perspective and a public university wide assessment will be proposed.

scholarly journals Balanced Scorecard in the practice of management at an academic laboratory

2015 ◽  
Vol 14 (1) ◽  
pp. 127-138
Author(s):  
Miriam Magdala Pinto ◽  
Bruno Mannato Angius
Keyword(s):  
Strategic Management ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
Management System ◽  
Lessons Learned ◽  
Non Profit ◽  
The Balanced Scorecard ◽  
Results Reporting ◽  
Non Profit Organizations ◽  
Academic Laboratory

The Balanced Scorecard (BSC), when it reaches its maximum potential, is a strategic management system mainly usedby companies. However, with some adjustments, it can be used by Non-profit Organizations (NPO). Its use, in this case,needs to be further investigated. The article reports the experience and lessons learned from using BSC in an academiclab for sixteen months. The process included initial planning, three rounds of performance measurement and a finalplanning review. Entrepreneurial BSC, with some adjustments, was adequate for strengthening laboratory’s identity,for performance measurement and results reporting, although not reaching, during the experiment period, the maturityof a strategic management system.

Applying Balanced Scorecard in Non-Government Organizations

2017 ◽  
pp. 134-155
Author(s):  
Marek Ćwiklicki
Keyword(s):  
Balanced Scorecard ◽  
Non Profit ◽  
Government Organizations ◽  
Governmental Agencies ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Non Profit Organizations

The purpose of this chapter is to present the application of Balanced Scorecard among non-governmental organizations. The limitation to this type of non-profit organizations is justified by their specificity in respect of such institutions as governmental agencies. Notwithstanding the fact that the main narration is subordinated to NGOs the text also contains references to other organizations. The premise of placing these threads is the fact that the literature on this subject, in relation to the use of BSC in non-profit organizations, includes them together. The chapter ends with discussion of basic benefits concerning the application of BSC in non-governmental organizations.

Performance Measurement in ITG Based on Balanced Scorecard

2014 ◽  
Vol 3 (2) ◽  
pp. 122
Author(s):  
Haviluddin Haviluddin ◽  
Rayner Alfred
Keyword(s):  
Artificial Intelligence ◽  
Information Technology ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
It Governance ◽  
Organizational Strategies ◽  
Non Profit ◽  
The Balanced Scorecard ◽  
East Kalimantan ◽  
Hybrid Framework

The article reports on our work in conducting performance measurement for the management of Information Technology (IT) by applying the Balanced Scorecard (BSC) at Mulawarman University, Samarinda, East Kalimantan, Indonesia. The results of this study are then used to propose a hybrid framework that applies both BSC and a artificial intelligence (AI) techniques in order to measure the performance of IT governance generally. This article also examines BSC’s abilities and its flexibility compared to other methods in measuring the performance of IT governance. The proposed hybrid framework is expected to yield a management that produces a scorecard measures that are more rigorous, accurate and consistent with the objectives and organizational strategies in non-profit organizations, especially educational ones.

A study of implementing Balanced Scorecard (BSC) in non-profit organizations: A case study of private hospital

2005 ◽  
Vol 24 (4) ◽  
pp. 285-300
Author(s):  
Ching-Chow Yang ◽  
Lai-Yu Cheng ◽  
Chih-Wei Yang
Keyword(s):  
Performance Evaluation ◽  
Balanced Scorecard ◽  
Private Hospital ◽  
Implementation Framework ◽  
Non Profit ◽  
The World ◽  
New Methodologies ◽  
Non Profit Organizations ◽  
Related Measure

In the literature, most of the researches investigated the performance evaluation for the private enterprise. Comparatively, there are very few related researches emphasized the performance assessment for non-profit organizations (NPOs). It is noted that there are several evaluation methods used on NPOs, for examples: financial accountability, program products or outputs, adherence to standards of quality in service delivery, participant-related measure, client satisfaction, etc. Are these methods sufficient and adequate? In this research, we will introduce new methodologies of performance evaluation for NPOs. Balanced Scorecard (BSC), developed in 1992, is widely adopted by the enterprises around the world, and many non-profit organizations had introduced and implemented BSC. In Taiwan, very few NPOs implement BSC. It is therefore this research wants to examine the feasibility of the implementation of BSC for NPOs in Taiwan, and then develops an implementation framework of BSC. Finally, a case study will be provided to demonstrate that this framework is feasible and powerful.

scholarly journals Performance management and the balanced scorecard in the modern non-profit organisation

2011 ◽  
Vol 7 (1) ◽  
pp. 48-56
Author(s):  
Ian O’Boyle
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Potential Benefit ◽  
Business Environment ◽  
Measurement Tool ◽  
Management Approach ◽  
Non Profit ◽  
The Balanced Scorecard ◽  
For Profit ◽  
Not For Profit

Performance management is a process that has been used in the for-profit business environment for many years and has had significant benefit for that sector. As the not for- profit organisation enters new dimensions of competitiveness, increased professionalism and a call for greater transparency, the utility of a performance management approach within the not for profit environment and its potential benefit for such an organisation is explored. The application and appropriateness of the balanced scorecard as a measurement tool is analyzed within the article and it becomes apparent that such a tool can have a direct impact on the performance of the modern not for-profit entity.

Utilisation of a Balanced Scorecard for Museum Management

2016 ◽  
Vol 54 (2) ◽  
pp. 45-54
Author(s):  
Marek Prokůpek
Keyword(s):  
Balanced Scorecard ◽  
Performance Assessments ◽  
Financial Indicators ◽  
Cultural Institutions ◽  
Non Profit ◽  
The Balanced Scorecard ◽  
Museum Management ◽  
The Past ◽  
Financial Metrics ◽  
New Perspective

The issues involved with the economic aspects of cultural institutions, their economic impact, and the measurement of their performance has basically only been given systematic attention during the past few years. Traditionally performance assessments are primarily connected with entrepreneurial subjects, which is why this assessment has been applied primarily to financial metrics. During the 1990’s, this issue started to be examined from a new perspective. The question arose as to whether it is realistic to restrict performance measurement only to financial indicators. More and more, the opinion began to spread that for measurement to be truly useful, it must also focus on nonfinancial indicators. Gradually this idea started to be promoted, primarily in the cultural and the artistic non-profit areas and also that it is necessary to pay the requisite attention to this topic. Several studies have been made and there have also been other kinds of attempts to measure their performance; the root of the problem is that in Czech museums there is no longer a single agreed-upon method for measuring performance. This study is focused on the use of the Balanced Scorecard method and on its application in the museum world and also on its use as a tool for managing, monitoring and planning.

Sign in / Sign up

Export Citation Format

Share Document