scholarly journals USES OF THE STRATEGIC CARD IN THE REPUBLIC OF BULGARIA’S LAND FORCES

2019 ◽  
Vol 5 (15) ◽  
pp. 1231-1237
Author(s):  
Venelin Terziev ◽  
Margarita Bogdanova ◽  
Dimitar Kanev ◽  
Мarin Georgiev
Keyword(s):  
Balanced Scorecard ◽  
The State ◽  
Sufficient Evidence ◽  
Practical Implementation ◽  
Process Of Change ◽  
The Balanced Scorecard ◽  
Effective Implementation ◽  
Management Models ◽  
Hierarchical Levels ◽  
The Republic

The aim of this study is to gather sufficient evidence and arguments in order to prove to society that during the process of change in thinking and especially of effective practical implementation of management models such as the balanced scorecard model, high levels of efficiency can be achieved on all hierarchical levels in systems key for the society and the state. The authors explores opportunities for the effective implementation of the model and trialling it in different systems and levels of management. Keywords: strategic card, land forces, balanced scorecard model, implementation.

scholarly journals The Science We Need in Order to Achieve Progress in the Social Development

2019 ◽  
Vol 25 (2) ◽  
pp. 368-372
Author(s):  
Venelin Terziev
Keyword(s):  
Social Development ◽  
The State ◽  
Sufficient Evidence ◽  
Practical Implementation ◽  
Educational Models ◽  
Process Of Change ◽  
The Social ◽  
Hierarchical Levels

Abstract The aim of this study is to gather sufficient evidence and arguments in order to prove to society that during the process of change in thinking and especially in the effective practical implementation of such educational models, high levels of efficiency can be achieved at all hierarchical levels in key systems for the society and the state.

scholarly journals Kinerja Pendampingan Usaha Rintis Binaan Pada Orangenest Incubiz

2019 ◽  
Vol 16 (1) ◽  
pp. 16-28
Author(s):  
Septiana Ayu Estri Mahani
Keyword(s):  
Balanced Scorecard ◽  
Secondary Data ◽  
Government Support ◽  
Business Incubator ◽  
Performance Achievement ◽  
The Balanced Scorecard ◽  
Technology Incubator ◽  
The Republic ◽  
Quantitative Descriptive

ABSTRAK  Penelitian ini bertujuan untuk mengevaluasi kinerja Inkubator Bisnis dan Teknologi dalam pendampingan usaha rintisan binaan. Kinerja Inkubator Bisnis Teknologi Orangenest dalam aspek manajemen masih kurang optimal. Jika dilihat dari proyek yang harus dikerjakan, tenaga pengelola dan pendamping masih kurang kompeten. Dukungan dari Pemerintah berupa sosialisasi Peraturan Presiden RI Nomor 27 Tahun 2013 mengenai peranan inkubator bisnis dalam pendampingan usaha tenant juga masih belum optimal. Penelitian dilakukan di Inkubator Bisnis Orangenest Incubiz di Kota Bandung dan dengan mewawancarai pengelola dan tenant inkubator. Jenis penelitian ini adalah deskriptif kuantitatif. Data yang digunakan dalam penelitian ini adalah data primer dan sekunder. Data yang diperoleh dianalisis dengan metode balanced scorecard (BSC). Hasil penelitian ini menunjukkan, skor pencapaian kinerja Inkubator Bisnis Teknologi Orangenest Incubiz sebesar 41,328. Kata Kunci: Balanced Scorecard (BSC), Inkubator Bisnis dan Teknologi, Kinerja Inkubator ABSTRACT This study aims to evaluate the performance of Business and Technology Incubators in mentoring pilot businesses. The performance of the Orangenest Technology Business Incubator in management aspects is still not optimal. If seen from the project that needs to be done, the management and escort staff are still less competent. Government support in the form of socialization of the Republic of Indonesia Presidential Regulation Number 27 of 2013 concerning the role of business incubators in assisting tenant businesses is still not optimal. The research was conducted at the Orangenest Incubiz Business Incubator in Bandung City and by interviewing incubator managers and tenants. This type of research is quantitative descriptive. The data used in this study are primary and secondary data. The data obtained were analyzed by the balanced scorecard (BSC) method. The results of this study indicate, the performance achievement score of Orangenest Incubiz Technology Business Incubator was 41,328. Keywords: Balanced Scorecard (BSC), Business and Technology Incubator, Incubator Performance

PUBLIC ADMINISTRATION AS AN ELEMENT OF DECENTRALIZATION OF POWER IN UKRAINE: THE THEORETICAL, TECHNOLOGICAL ASPECT AND PECULIARITIES OF THE INTRODUCTION OF PUBLIC ADMINISTRATION IN UKRAINE

2018 ◽  
Vol 1 (12) ◽  
pp. 124-137
Author(s):  
Valentina Vasilievna Yelinskaya
Keyword(s):  
Public Administration ◽  
The State ◽  
European Countries ◽  
Practical Implementation ◽  
Effective Implementation ◽  
State Governance ◽  
State And Local ◽  
Main Instrument ◽  
And Control ◽  
The Relationship

The article details the relationship between public administration as an element of the decentralization of power in Ukraine and the peculiarities of the implementation of public administration in Ukraine. The peculiarities of our country that distinguish it from the European countries with experience of implementation of public administration and control are considered. The main technological tools that can be used to implement public administration in Ukraine are considered. The emphasis is on public administration as the main instrument for implementing the state decentralization strategy. It is substantiated that consideration of the regulatory framework for decentralization clearly indicates the need for the allocation of public administration as the main point of involving society in state governance at the level of territorial communities. Strategically, the state has taken all necessary steps to implement the relevant reforms. However, there is still unregulated uncertainty between strategic planning and practical implementation, as there is uncertainty at the level of both the state and territorial communities about the instruments for achieving the goals. The article focuses on public administration as the main instrument for implementing the state decentralization strategy. The main differences between our country and the European countries, which have already successfully implemented the possibilities of public administration and ways to overcome these differences, are considered. The last section of the article is devoted directly to modern technological capabilities that can be used for the effective implementation of public administration at the level of territorial communities. The main existing tools and ways of their use are considered. Separately, the most perspective directions of realization of public administration and conditions of their effective implementation with support of the state and local self-government bodies are considered.

scholarly journals The Innovativeness and Usage of the Balanced Scorecard Model in SMEs

2020 ◽  
Vol 12 (8) ◽  
pp. 3221
Author(s):  
Zdenka Dudic ◽  
Branislav Dudic ◽  
Michal Gregus ◽  
Daniela Novackova ◽  
Ivana Djakovic
Keyword(s):  
Balanced Scorecard ◽  
Structural Equation ◽  
Theoretical Data ◽  
Equation Model ◽  
Ideal Model ◽  
The Balanced Scorecard ◽  
Research And Innovation ◽  
Customer Perspective ◽  
The Republic ◽  
A Company

By using the balanced scorecard model, a company is able to identify its advantages, as well as its deficiencies, and thus improve its business. The introduction of innovations and the implementation of innovative activities in companies are key for gaining a competitive advantage. There is no ideal model that would measure the non-financial, non-tangible perspectives of a company (such as customer perspective, the perspective of research and innovation, and the perspective of internal processes). The main goal of this paper is researching the applicability of the balanced scorecard model in small- and medium-sized companies as the basis for a model for assessing innovative activities in the Republic of Slovakia and the Republic of Serbia. First, a hypothetical model was created based on theoretical data from world scientific articles. Then, the structural equation model (SEM model) was created, based on the conducted research in 223 companies and the obtained results.

scholarly journals Strategic analysis of the commercial bank activities on the basis of a balanced scorecard

2021 ◽  
pp. 111-119
Author(s):  
Yana Vankevich
Keyword(s):  
Information And Communication Technologies ◽  
Commercial Bank ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Gap Analysis ◽  
Strategic Analysis ◽  
The Balanced Scorecard ◽  
Target Value ◽  
Theoretical Approaches ◽  
The Republic

The purpose of the article is to develop theoretical approaches to strategic analysis of the activities of commercial banks based on a balanced scorecard and gap analysis. The adaptation of this method to the peculiarities of the available operational, accounting and statistical information has been made. The empirical base of the study is the data of the National Bank of the Republic of Belarus, data of statistical and accounting reports of a commercial bank. Also, when compiling the balanced scorecard, the strategic plan for the development of the organization of the banking sector of the Republic of Belarus is initially used for the corporate business line. The strategic analysis procedure involves assessing the four main business processes of the organization (finance, customers, internal business processes, personnel and development), based on comparing the target value of each of the indicators with the current value, and setting an assessment. An important element of building a balanced scorecard and, at the same time, the first stage of gap analysis (GAP analysis) is to identify gaps between the assessment of the prospects' tasks and their target value (100%), as well as formulate proposals for their elimination. As a result of the strategic analysis of a commercial bank, the prospects for the development of the organization were considered, problem areas in business processes were identified, negative gaps between the target and actual indicators were classified by their types. As a result of the analysis of the balanced scorecard and the analysis of gaps, the necessary measures were identified to achieve the strategic goals of a commercial bank for the next year, and conclusions were drawn about the need to increase interaction with the client in the digital environment through modern information and communication technologies: chat bots, digital products, online design, online presentations, etc.

scholarly journals Sistem Pengukuran Kinerja Manajemen Untuk Mengevaluasi Tujuan Perusahaan Menggunakan Model Balanced Scorecard Dan Gamification

2019 ◽  
Vol 4 (4) ◽  
pp. 276
Author(s):  
Herda Dicky Ramandita ◽  
Ema Utami ◽  
Emha Taufik Lutfi
Keyword(s):  
Organizational Development ◽  
Balanced Scorecard ◽  
Technological Development ◽  
Balance Performance ◽  
Balance Scorecard ◽  
The Balanced Scorecard ◽  
The Republic ◽  
Business Entities ◽  
A Company ◽  
Legal Entities

Perusahaan adalah setiap bentuk usaha yang melakukan kegiatan secara tetap dan terus–menerus dengan memperoleh keuntungan dan atau laba bersih, baik yang diselenggarakan oleh orang perorangan maupun badan usaha yang berbentuk badan hukum atau bukan badan hukum, yang didirikan dan berkedudukan dalam wilayah negara RI. Kemajuan teknologi yang terus berkembang selalu memberikan perubahan – perubahan baru dalam meningkatkan kualitas dan kinerja suatu perusahaan, dalam era perkembangan teknologi yang semakin kompetitif perusahaan dituntut mampu menyusun menajemen strategis dalam rangka mengembangkan organisasinya agar dapat bertahan dan memenangkan persaingan. Pengukuran kinerja merupakan salah satu faktor yang penting dalam mencapai tujuan perusahaan, Salah satu model pengukuran kinerja adalah Balance Scorecard. Balance Scorecard adalah pengukuran kinerja perusahaan yang modern dengan mempertimbangan empat perspektif (yang saling berhubungan) yang merupakan penerjemahan strategi dan tujuan yang diingin dicapai oleh suatu perusahaan, yang kemudian diukur dan dimonitor secara berkelanjutan. Model lain yang bisa diadopsi adalah Gamification, gamification merupakan integerasi game element kedalam sistem informasi atau aplikasi non-game. Sistem pengukuran kinerja menggunakan model Balanced Scorecard yang didukung dengan Gamification menjadikan model Balanced Scorecard lebih interaktif. Kata Kunci — kinerja manajemen, balanced scorecard, gamifikasiCompany is any form of business conducting activities on a regular basis and continuously, whether held by individuals or business entities which are legal entities or legal entities, established and domiciled within the territory of the Republic of Indonesia. Technological advancements are always evolving always provide new changes in improving the quality and performance of a company, in an era of increasingly competitive technological development companies are required able to arrange management in the framework of organizational development in order to survive and win. Balance Performance Scorecard is one of the important factors in achieving company goals. Balance Scorecard is a modern enterprise performance measurement with consideration of four perspectives (interconnected) which is a translation of strategy and goals desired by a company, which is then measured and monitored continuously. Another model that can be adopted is Gamification, gamification is an integeration game element in information systems or non-game applications. The Balanced Scorecard system is more interactive. The Balanced Scorecard model is more interactive. Keywords — performance managemet, balanced scorecard, gamification

scholarly journals A Comparative Analysis of Modern Performance Measurement and Management Models of Companies

2015 ◽  
Vol 53 (2) ◽  
pp. 298-313 ◽  
Author(s):  
Vesna Janjić ◽  
Mirjana Todorović ◽  
Dejan Jovanović
Keyword(s):  
Comparative Analysis ◽  
Performance Measurement ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Business Environment ◽  
Theory And Practice ◽  
Strategic Performance ◽  
The Balanced Scorecard ◽  
Management Models ◽  
Business Excellence

Abstract Modern business conditions have led to the development of a large number of different models for strategic performance management, which view performance measurement through the prism of financial and non-financial indicators, from multiple perspectives. Strategic performance management models should enable efficient and effective management, i.e. an adequate response to continuous changes in the business environment. Theory and practice in this area suggest the development and implementation of various integrated frameworks (models) for performance management of companies, in order to achieve business excellence. In addition to the well-known integrated models, such as the Balanced Scorecard (BSC), Performance Pyramid, SAILS model (Strategy Aligned Integrated Linked Scoring System), GRASP model (Goals-Resources-Actions-Structure-People), and others, Kanji’s Business Excellence Model (KBEM) and Kanji Business Scorecard (KBS) have been developed as well. Kanji’s model was created with the objective of eliminating the weaknesses and shortcomings of previous models, particularly the Balanced Scorecard. The application of multidimensional performance measures should increase the informational power of management in making strategic business decisions. The goal set by this paper is to consider some of the basic features of modern performance measurement and management models of companies that are represented in theory and applied in practice, and, on the basis of comparative analysis, to draw conclusions about their advantages and disadvantages.

scholarly journals Creation of an institutional framework for the development of a sectoral qualifications system in the field of health care through the formation of the Sectoral Council for Professional Qualifications: Policy Brief

2021 ◽  
pp. 18-30
Author(s):  
Vitaliy Koikov ◽  
◽  
Amangali Akanov ◽  
Zaure Baigozhina ◽  
◽  
...  
Keyword(s):  
Health Care ◽  
Organizational Support ◽  
Professional Community ◽  
Evidence Base ◽  
The State ◽  
Sufficient Evidence ◽  
On Line ◽  
The Republic ◽  
Conducting Research ◽  
Expert Community

What is the problem? • Lack of a permanent body for the coordination and development of the sectoral qualifications system (SQS) in the healthcare system of the Republic of Kazakhstan; • Lack of the SQS’s expert community, expert and analytical structures for the development of professional qualifications in the field of healthcare; • Decisions (that are made in matters of the SQS development) are often based on the opinion of individuals and do not have a sufficient evidence base and agreement with the professional community; • Lack of systematic information on the state and development of USC in the field of health care; • Formation of the basic elements of the sectoral qualifications system (sectoral qualifications framework (SQF) and professional standards (PS)) is carried out on the basis of the implementation of single ("one-off") projects, without further regular updating and support for further implementation of these documents. Policy options • Option 1. Creation of the Sectoral Council for Professional Qualifications in Healthcare (SСPQ) by: o Adoption of an appropriate normative act on the establishment of the Council for Professional Qualifications with the inclusion of all interested parties (representatives of the Ministry of Health of the Republic of Kazakhstan, associations of employers, workers, educational organizations, organizations for assessing professional qualifications, etc.) o Anchoring in the Regulation of the SСPQ and other normative acts and regulations of the role and powers of the SСPQ in the development of the SQS (monitoring the development of the SQS and evidence-informed policymaking in the field of qualifications, developing and updating, introducing and evaluating the effectiveness of using the SQF and PS); o Determination of the SСPQ working body responsible for the methodological and organizational support of the SСPQ work, allocating funding to support the SСPQ activities and conducting research and development in the field of the SQS; o Development of a Strategy and a Roadmap for the progress of the SQS in the field of health, defining the priority directions and mechanisms for the SQS development, quality assurance and regulation of the qualifications market with the involvement of all stakeholders. • Option 2. Formation of the expert community of the sectoral qualifications system in the context of all specialties and specializations in the field of health care, by: o Development and launch of standardized modular courses for training experts on the development of SQS; o Training and formation of the register of experts on the SQS development in the context of all specialties and specializations in the field of health care; o Creation of committees for professional qualifications in key specialties at the SCPQ, including the most experienced and authoritative specialists in the relevant specialty. • Option 3. Ensuring transparency and accessibility for all stakeholders of information on the state and development of the SQS by: o Launch of a single on-line resource about the SQS in the field of health care (administered by the SCPQ working body); o Developing the SCPQ and its health working body as a Knowledge Translation Platform for professional qualifications in health policy making; o Introduction of the practice of regular (annually or once every two years) publication of a report on the state of the SQS in the field of health care; o Conducting forums on a regular basis and organizing dialogue platforms on the development of the SQS; o Establishing close interaction and dialogue between the SCPQ in the field of health care and the SCPQ of other sectors, whose specialists contribute to the formation of public health.

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