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 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 REVIEW OF PUBLIC HOSPITAL BALANCE SCORECARD AND ITS APPLICABILITY TO INDONESIAN PUBLIC HOSPITALS

2018 ◽  
Vol 7 (4) ◽  
Author(s):  
Saiful Arni Muhsyaf ◽  
Masaaki Aoki
Keyword(s):  
Systematic Review ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Implementation Process ◽  
Management Control ◽  
Public Hospitals ◽  
Management Tool ◽  
Healthcare Organizations ◽  
The Balanced Scorecard ◽  
Adoption And Implementation

 Indonesia is currently adopting the Balanced Scorecard (BSC) concept for its national health development plan. This indicates that Indonesian health institutions, including hospitals, were encouraged to apply BSC as their strategic management tool. This study is aimed to fill the literature gap by reviewing the existing international experiences regarding the Balanced Scorecard implementation in hospitals and assess its applicability in Indonesian public hospitals. By using a research method called "systematic review", we study in more detail the diversity of proposed BSC for healthcare organizations described from major online-based research databases, e.g. Pubmed, EBSCOhost, Scopus, Emerald, Wiley, ScienceDirect, JSTOR, SpringerLink, and Inderscience.Most of studies on BSC adoption and implementation highlight benefits such as managerial focus improvement, capturing a balanced view of financial and non-financial performance indicators, helpful in goals congruence, useful as cultural and motivational tool, and also for catalyzing changes needed by hospitals. However, time-consuming and a need for intensive exercises were reported as major challenges in its adoption and implementation process. A gradual approach would be an appropriate for Indonesian context, with an institutional assessment of cultural readiness as an additional approach, then followed by the designing, piloting, and gradual scaling-up. Rencana pembangunan di bidang kesehatansaat ini di Indonesia mengadopsi konsep Balanced Scorecard (BSC). Hal ini mengindikasikan bahwasanya institusi-institusi kesehatan, termasuk rumah sakit, juga diharapkan untuk menerapkan konsep BSC tersebut. Studi ini bertujuan untuk mereviu penerapan BSC di rumah sakit di berbagai Negara dan menilai kelayakan penerapannya untuk rumah sakit–rumah sakit di Indonesia. Studi ini menggunakan metode systematic review, yaitu dengan mempelajari artikel-artikel penelitian terkait BSC Rumah Sakit yang dipublikasikan secara online di Pubmed, EBSCO, Emerald, Wiley, Science Direct, JSTOR, Springer Link, dan Inderscience. Studi ini menemukan bahwa manfaat dari penerapan BSC di rumah sakit antara lain meningkatkan focus dalam proses pengelolan institusi, menyeimbangkan capaian kinerja keuangan dan non-keuangan, membantu menyelaraskan tujuan, mendorong budaya kerja yang positif dan meningkatkan motivasi kerja, serta mendorong perubahan lingkungan kerja seseuai kebutuhan rumah sakit. Studi ini juga menemukan bahwasanya tantangan utama dalam penerapan BSC di rumah sakit adalah lamanya waktu yang dibutuhkan untuk proses adopsi dan penerapannya, dan membutuhkan proses percobaan (piloting) yang intensif. Bagi rumah sakit di Indonesia, BSC sebaiknya diadopsi dan diterapkan secara bertahap. Rumah sakit juga perlu melakukan penilaian kesiapan secara kelembagaan (readiness assessment) sebelum dilakukan desain, piloting, dan penerapannya secara bertahap untuk skala yang lebih luas.Keywords:balanced scorecard, systematic review, strategic management tool, management control, benchmarking

scholarly journals REVIEW OF PUBLIC HOSPITAL BALANCE SCORECARD AND ITS APPLICABILITY TO INDONESIAN PUBLIC HOSPITALS

2018 ◽  
Vol 7 (4) ◽  
Author(s):  
Saipul Arni Muhsyaf ◽  
Masaaki Aoki
Keyword(s):  
Systematic Review ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Implementation Process ◽  
Management Control ◽  
Public Hospitals ◽  
Management Tool ◽  
Healthcare Organizations ◽  
The Balanced Scorecard ◽  
Adoption And Implementation

 Indonesia is currently adopting the Balanced Scorecard (BSC) concept for its national health development plan. This indicates that Indonesian health institutions, including hospitals, were encouraged to apply BSC as their strategic management tool. This study is aimed to fill the literature gap by reviewing the existing international experiences regarding the Balanced Scorecard implementation in hospitals and assess its applicability in Indonesian public hospitals. By using a research method called "systematic review", we study in more detail the diversity of proposed BSC for healthcare organizations described from major online-based research databases, e.g. Pubmed, EBSCOhost, Scopus, Emerald, Wiley, ScienceDirect, JSTOR, SpringerLink, and Inderscience.Most of studies on BSC adoption and implementation highlight benefits such as managerial focus improvement, capturing a balanced view of financial and non-financial performance indicators, helpful in goals congruence, useful as cultural and motivational tool, and also for catalyzing changes needed by hospitals. However, time-consuming and a need for intensive exercises were reported as major challenges in its adoption and implementation process. A gradual approach would be an appropriate for Indonesian context, with an institutional assessment of cultural readiness as an additional approach, then followed by the designing, piloting, and gradual scaling-up.  Rencana pembangunan di bidang kesehatansaat ini di Indonesia mengadopsi konsep Balanced Scorecard (BSC). Hal ini mengindikasikan bahwasanya institusi-institusi kesehatan, termasuk rumah sakit, juga diharapkan untuk menerapkan konsep BSC tersebut. Studi ini bertujuan untuk mereviu penerapan BSC di rumah sakit di berbagai Negara dan menilai kelayakan penerapannya untuk rumah sakit–rumah sakit di Indonesia. Studi ini menggunakan metode systematic review, yaitu dengan mempelajari artikel-artikel penelitian terkait BSC Rumah Sakit yang dipublikasikan secara online di Pubmed, EBSCO, Emerald, Wiley, Science Direct, JSTOR, Springer Link, dan Inderscience. Studi ini menemukan bahwa manfaat dari penerapan BSC di rumah sakit antara lain meningkatkan focus dalam proses pengelolan institusi, menyeimbangkan capaian kinerja keuangan dan non-keuangan, membantu menyelaraskan tujuan, mendorong budaya kerja yang positif dan meningkatkan motivasi kerja, serta mendorong perubahan lingkungan kerja seseuai kebutuhan rumah sakit. Studi ini juga menemukan bahwasanya tantangan utama dalam penerapan BSC di rumah sakit adalah lamanya waktu yang dibutuhkan untuk proses adopsi dan penerapannya, dan membutuhkan proses percobaan (piloting) yang intensif. Bagi rumah sakit di Indonesia, BSC sebaiknya diadopsi dan diterapkan secara bertahap. Rumah sakit juga perlu melakukan penilaian kesiapan secara kelembagaan (readiness assessment) sebelum dilakukan desain, piloting, dan penerapannya secara bertahap untuk skala yang lebih luas. Keywords: balanced scorecard, systematic review, strategic management tool, management control, benchmarking

scholarly journals Aplicação do Balanced Scorecard como Ferramenta de Gestão Estratégica em uma Empresa Transportadora de Cargas

2021 ◽  
Vol 25 (41) ◽  
pp. 73-84
Author(s):  
Gabriel Adam Bilato ◽  
Herlandí de Souza Andrade
Keyword(s):  
Action Research ◽  
Strategic Planning ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Swot Analysis ◽  
Freight Transport ◽  
Management Tool ◽  
The Balanced Scorecard ◽  
A Company

ResumoO transporte rodoviário de cargas no Brasil é o mais importante dentre todos os modais, porém passou por uma grave crise devido ao recesso econômico que o país enfrentou nos últimos anos. Houve uma melhora do mercado nesse setor, porém muitas transportadoras ainda buscam se restabelecer em uma área na qual os custos são altos e a competitividade é grande. Nesse contexto e por meio de uma pesquisa ação, o objetivo geral desse estudo foi implementar a ferramenta de gestão estratégica Balanced Scorecard (BSC) em uma empresa deste setor e avaliar sua eficácia sobre a visualização do desempenho da companhia. O BSC foi aplicado por meio de uma metodologia que visou abranger tanto o cenário interno à empresa quanto externo, na qual extraiu-se os objetivos a partir de uma análise SWOT e assim criou-se os indicadores de desempenho. A implementação foi acompanhada a partir de uma base de dados referentes aos meses de setembro e outubro de 2019 para que fossem definidas as metas, e então analisou-se as possíveis melhorias para o scorecard. De forma geral, a execução da metodologia foi eficiente e o gestor avaliou satisfatoriamente a aplicação dos indicadores por meio da metodologia de gestão estratégica BSC e a nova maneira de visualizar o desempenho da companhia. Palavras-chave: Transporte Rodoviário de Cargas. Gestão Estratégica. Balanced Scorecard. Análise SWOT. AbstractRoad freight transport in Brazil is the most important of all modes, but it has gone through a crisis due to the economic recess that the country has faced in recent years. There has been an improvement in the market in this sector, but many carriers are still looking to re-establish themselves in a market where costs are high and competitiveness is high. In this context and through an action research, the general objective of this study was implementing the Balanced Scorecard (BSC) strategic management tool in a company of this sector and evaluate its effectiveness in visualizing the company's performance. The BSC was applied through a methodology that aimed to cover the internal and external scenarios, in which the objectives were extracted from a SWOT analysis and thus the performance indicators were created. The implementation was followed by a database for September and October 2019 to set goals and analyze possible improvements to the scorecard. Overall, the execution of the methodology was efficient and the manager evaluated satisfactorily the elaboration of the strategic planning and the new way of visualizing the company's performance. Keywords: Road Freigh Transport. Strategic Management. Balanced Scorecard. SWOT Analysis.

scholarly journals IMPLANTAÇÃO DO BALANCED SCORECARD EM UMA INDÚSTRIA DE CERÂMICA VERMELHA

2018 ◽  
Vol 7 (2) ◽  
pp. 72
Author(s):  
Célio Gomes de Lima Júnior ◽  
Julianne das Chagas Gomes ◽  
José Guilherme Said Pierre Carneiro ◽  
José Sarto Freire Castelo
Keyword(s):  
Strategic Management ◽  
Balanced Scorecard ◽  
Management Tool ◽  
Management Model ◽  
Managerial Control ◽  
Management Tools ◽  
The Balanced Scorecard ◽  
The Creation ◽  
Ceramics Industry ◽  
Red Ceramics

A implantação de ferramentas de gestão, como o Balanced Scorecard (BSC), envolve mudanças no controle gerencial de uma empresa em diversos aspectos, pois enfatiza a comunicação de estratégias e a criação de uma nova metodologia para o controle de desempenho. O objetivo deste estudo é realizar uma análise crítica sobre a aplicação do Balanced Scorecard em uma indústria de cerâmica vermelha, a partir da construção e da implementação dessa ferramenta de gestão em uma cerâmica localizada no município de Russas, Ceará. O estudo de caso revelou a necessidade de rever a gestão estratégica da empresa, em virtude da criação de mecanismos eficientes de alimentação dos indicadores pertencentes ao mapa estratégico, de modo a refletir sobre a situação da mesma, e por fim, garantiu que os gestores e funcionários estivessem alinhados com o modelo de gestão estratégica recém-implantado, a fim de que seja possível obter as vantagens propiciadas por este modelo de gestão. IMPLEMENTATION OF BALANCED SCORECARD IN A RED CERAMICS INDUSTRY ABSTRACT The implementation of management tools such as the Balanced Scorecard (BSC) involves changes in the managerial control of a company in several aspects, as it emphasizes the communication of strategies and the creation of a new methodology for performance control. The objective of this study is to perform a critical analysis on the application of the Balanced Scorecard in a red ceramics industry from the construction and the implementation of this management tool in a ceramics located in the municipality of Russas, Ceará. The case study revealed the need to review the strategic management of the company due to the creation of efficient mechanisms to feed the indicators belonging to the strategic map, in order to reflect on the situation of the company, and finally ensured that managers and employees were aligned with the newly implemented strategic management model, in order to obtain the advantages provided by this management model.

The balanced scorecard and the construction of a management control discourse

2014 ◽  
Vol 10 (4) ◽  
pp. 466-485 ◽  
Author(s):  
Will Seal ◽  
Linna Ye
Keyword(s):  
Conceptual Framework ◽  
Critical Discourse Analysis ◽  
Balanced Scorecard ◽  
Management Control ◽  
Critical Discourse ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Organizational Action ◽  
The Impact

Purpose – The purpose of this paper is to synthesise a pragmatic constructivist view of management control and a critical discourse perspective on organizational action. These theories are deployed to build a conceptual framework that can be used to interpret the construction of a management control discourse in specific empirical situations. The framework is deployed to show how, in a particular instance, the balanced scorecard (BSC) can be seen as impacting on organizational action and success/failure. Design/methodology/approach – The paper develops a theoretical framework for management control which is used to interpret a case study of a BSC implementation in a major bank. Findings – The paper reports on a case study of a major bank where the BSC changed actors’ perceptions and actions. Although the bank avoided some of the worst excesses of pre-Credit Crunch delinquency, other problems such as misselling suggest that the BSC’s impact on organizational success/failure was ambiguous. The BSC may have improved organizational coordination but long-standing values based on a bonus culture contributed to long-term commercial problems. Research limitations/implications – With mainstream researchers on the BSC lacking a conceptual basis that explains the communicative impact of the BSC and interpretive researchers focusing on the role of rhetoric in spreading the BSC amongst practitioners, then the conceptual framework in this paper suggests a way of synthesising mainstream and interpretive research on the BSC. Originality/value – The originality of the paper lies in its application of pragmatic constructivism and critical discourse analysis to interpret and explain the impact of the BSC in a particular organizational setting.

The Balanced Scorecard as a Strategic Management Tool

2009 ◽  
Vol 28 (1) ◽  
pp. 44-54 ◽  
Author(s):  
Cira Impagliazzo ◽  
Adelaide Ippolito ◽  
Paola Zoccoli
Keyword(s):  
Strategic Management ◽  
Balanced Scorecard ◽  
Management Tool ◽  
The Balanced Scorecard

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.

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