scholarly journals An ANP-Balanced Scorecard Methodology to Quantify the Impact of TQM Elements on Organisational Strategic Sustainable Development: Application to an Oil Firm

2020 ◽  
Vol 12 (15) ◽  
pp. 6207
Author(s):  
Carla Andrade Arteaga ◽  
Raúl Rodríguez-Rodríguez ◽  
Juan-José Alfaro-Saiz ◽  
María-José Verdecho
Keyword(s):  
Sustainable Development ◽  
Balanced Scorecard ◽  
Global Analysis ◽  
Building Blocks ◽  
Analytic Network Process ◽  
Management Tool ◽  
Integrated Analysis ◽  
Total Quality ◽  
Strategic Objectives ◽  
The Impact

This paper presents a methodology for quantifying the impact of Total Quality Management TQM elements on organisational strategic sustainable development, integrating within it the well-known strategic management tool of Balanced Scorecard to represent the strategic part of the organisations, and the multi-criteria technique Analytic Network Process (ANP) to identify and quantify the mentioned impact. Additionally, the application of TQM generates directly some organisational improvements—or outputs—which help model a decisional ANP network constituted by all three building blocks—TQM elements, strategic objectives and outputs—and their interrelationships. The application of the methodology to an oil firm carried out by an expert group offered, from a decision-making point of view, meaningful results that were developed following three different analyses: Global analysis, which identified the global weight of each variable; Analysis of Influences, which established sound cause–effect relationships between the variables to identify the elements—TQM and outputs—that are more important to achieve the strategic objectives; and the Integrated analysis, which pointed out which TQM elements should be fostered in order to achieve the most important sustainable strategic objectives. Finally, it is suggested to apply the methodology to other types of size and sector activity organisations, as well as to use other techniques that introduce fuzzy elements.

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 Integrated analysis of directly captured microRNA targets reveals the impact of microRNAs on mammalian transcriptome

2019 ◽  
Author(s):  
Glen A. Bjerke ◽  
Rui Yi
Keyword(s):  
Epithelial Cells ◽  
Global Analysis ◽  
Integrated Analysis ◽  
Mrna Levels ◽  
Mrna Targets ◽  
Cancer Cell Adhesion ◽  
Bona Fide ◽  
Highly Correlated ◽  
The Impact ◽  
Mammalian Transcriptome

AbstractMicroRNA (miRNA)-mediated regulation is widespread, relatively mild but functionally important. Despite extensive efforts to identify miRNA targets, it remains unclear how miRNAs bind to mRNA targets globally and how changes in miRNA levels affects the transcriptome. Here we apply an optimized method for simultaneously capturing miRNA and targeted RNA sites to wildtype, miRNA knockout and induced epithelial cells. We find that abundantly expressed miRNAs can bind to thousands of different transcripts and many different miRNAs can regulate the same gene. Although mRNA sites that are bound by miRNAs and also contain matches to seed sequences confer the strongest regulation, ∼50% of miRNAs bind to RNA regions without seed matches. In general, these bindings have little impact on mRNA levels and reflect a scanning activity of miRNAs. In addition, different miRNAs have different preferences to seed matches and 3’end base-pairing. For a single miRNA, the effectiveness of mRNA regulation is highly correlated with the number of captured miRNA:RNA fragments. Notably, elevated miRNA expression effectively represses existing targets with little impact on newly recognized targets. Global analysis of directly captured mRNA targets reveals pathways that are involved in cancer, cell adhesion and signaling pathways are highly regulated by many different miRNAs in epithelial cells. Comparison between experimentally captured and TargetScan predicted targets indicates that our approach is more effective to identify bona fide targets by reducing false positive and negative predictions. This study reveals the global binding landscape and impact of miRNAs on mammalian transcriptome.

scholarly journals A Model for Measuring and Managing the Impact of Design on the Organization: Insights from Four Companies

2021 ◽  
Vol 13 (22) ◽  
pp. 12580
Author(s):  
Iker Legarda ◽  
Ion Iriarte ◽  
Maya Hoveskog ◽  
Daniel Justel-Lozano
Keyword(s):  
Management Tool ◽  
Future Research ◽  
Strategic Objectives ◽  
Social Challenges ◽  
Service Companies ◽  
Design Culture ◽  
Interview Guide ◽  
Design Maturity ◽  
Four Levels ◽  
The Impact

Increasing numbers of companies are looking to embed design as a strategic capability to meet today’s business and social challenges. However, integrating design in an organization is a challenge, due to the scarcity of knowledge on managing this process and measuring its impact. This study presents a model for measuring and managing the impact of design on the organization (DIMM). The model builds on four levels of design impact identified in the literature: results, perception, processes, and design culture. The model was tested with four service companies that have recently developed design capabilities. To this end, those responsible for the integration of design were interviewed, using the model itself as an interview guide to confirm its usefulness and identify possible improvements. The results showed that the model was useful to assess the impact of design on companies with emerging design capabilities, but also as a reflection and management tool to align design with strategic objectives and promote its integration into the organization. Finally, future research should test the model longitudinally, as well as in a broader scope of organizations, to validate its usefulness for organizations with greater design maturity.

Developing and implementing a balanced scorecard to improve efficiency, cost-effectiveness, and patient experience.

2012 ◽  
Vol 30 (34_suppl) ◽  
pp. 3-3
Author(s):  
Gerard Colman ◽  
Julianna Grisham Moorad
Keyword(s):  
Patient Care ◽  
Patient Experience ◽  
Balanced Scorecard ◽  
Communication Process ◽  
Management Tool ◽  
Access Time ◽  
Quality Patient Care ◽  
Productivity Process ◽  
Md Anderson ◽  
The Impact

3 Background: MD Anderson Cancer Center’s Balanced Scorecard initially created in 2005 by the Office of the SVP and Chief of Operations reports key monthly financial, productivity, process and satisfaction metrics for 29 outpatient care centers on the main campus. It was developed as a management tool of standardized metrics to help align the centers’ annual operational goals with the institution’s overall strategy, goals, and processes, to improve operational efficiency, drive down costs and improve access and patient experience. Methods: The first step to develop the scorecard was to identify metrics that could be measured across all centers under each key strategic goal: financial, productivity, process, and satisfaction. The next step was to set target goals with a standard improvement percentage based on previous year’s performance. The result is a monthly overall trend score for each center. Lastly, a two-way communication process for reporting and recording the metrics was established. Results: The ultimate benefit of the scorecard is to positively impact patients and oncology care by not only delivering quality patient care, but doing it efficiently and cost effectively. The tool is transparent to all center directors and promotes accountability and sharing of best practices. Centers are actively engaged in the achievement of metrics by continuous monitoring and improving processes. The impact of improvement initiatives is easily identified via trends on the scorecard. Specific results include increased billed activity per FTE, reduced access time for new patients, increased exam room utilization and increased patient satisfaction. Within the past year, one center reduced access time for new patients by 50% from 15.59 days to 7.75 days, another center increased room turns by 5.7% from 4.01/hour to 4.25/hour. Conclusions: The value of the balanced scorecard comes from the transparent reporting and continuous owner pursuit of improvement within each of the four strategic areas. It aids in the challenge of balancing clinical care measured outcomes, patient access and throughput, and satisfaction with the business processes so that MD Anderson can continue to provide quality patient care.

A Balanced Scorecard for Canadian Hospitals

1995 ◽  
Vol 8 (4) ◽  
pp. 7-13 ◽  
Author(s):  
G. Ross Baker ◽  
George H. Pink
Keyword(s):  
Health Care ◽  
Organizational Performance ◽  
Customer Service ◽  
Balanced Scorecard ◽  
Mission Statement ◽  
Health Care Organization ◽  
Care Organization ◽  
Strategic Objectives ◽  
Comprehensive Framework ◽  
The Impact

Managing a health care organization on the basis of one set of information alone (e.g., financial information) does not give a full view of the impact of changes on the organization. A balanced scorecard approach can provide management with a comprehensive framework that turns an organization's strategic objectives into a coherent set of performance measures. This approach has been used extensively in industry, but seldom in health care organizations. By developing a scorecard approach, these organizations could obtain feedback providing a balanced view of organizational performance, letting them see if improvements in one area may have been achieved at the expense of another. It also demands that managers translate their general mission statement on customer service into specific measures that reflect the factors that really matter to customers.

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 The impact of the manager's emotional intelligence on organisational performance

2016 ◽  
Vol 38 (1) ◽  
pp. 58-69 ◽  
Author(s):  
Karolis Karolis
Keyword(s):  
Sustainable Development ◽  
Emotional Intelligence ◽  
Balanced Scorecard ◽  
Economic Indicators ◽  
Organisational Performance ◽  
Development Methodology ◽  
Wide Range ◽  
The Individual ◽  
The Impact

The problem dealt with in the paper is the impact of manager's emotional intelligence (EI) on the economic, social, and ecological sides of the organisational activity and the qualitative criteria of the evaluation of the organisational performance from the viewpoint of sustainable development (SD) of the organisation. The aim of the paper is to justify the interrelationship of the EI of the manager of an organization and the performance of the organization in terms of its sustainable development. Methodology: to evaluate EI, the methodology proposed by J. N. Hall (2005) was adopted as a basis, by means of which the EI of the respondents – the heads of eight organisations that provided a wide range of services (logistics, ICT, etc.) – has been measured. To evaluate the effectiveness of the organisational performance, the indicators of effectiveness proposed by R. S. Kaplan and D. P. Norton (1992, 2001) and supplemented by the author – a balanced scorecard (BS) – has been applied. It was established that, in the evaluation of any organisation, the existing BS of economic indicators should be supplemented by social-cultural and environmental instruments. The EI of managers was found to be closely related both to the individual indicators of the organisational performance and with the integrated BS.

scholarly journals Design and Development of A First- and Second-Generation Balanced Scorecard in a Company in the South of Guanajuato

2021 ◽  
Vol 6 (3) ◽  
pp. 77-83
Author(s):  
Sandra Vianey Mata
Keyword(s):  
Balanced Scorecard ◽  
First Generation ◽  
Second Generation ◽  
Management Tool ◽  
The South ◽  
Design And Development ◽  
Strategic Objectives ◽  
Effect Relationship ◽  
First And Second Generation ◽  
A Company

The purpose of this article is the development of a first and second generation in a manufacturing company in southern Guanajuato. For the development of the first generation BSC, a strategy was identified based on the company´s vision, which consists of making deliveries in the shortest time possible. Strategic objectives were determined in each of the four perspectives: financial, customers, internal processes, and learning and growth. The perspective is highlighted: Financial and Internal Processes, with the strategic objectives: “Reduce the number of returns so as not to reduce the utility of the company” and “Reduce the percentage of failures un the design of the boxes to deliver quality products to the customers”. The goals and indicators were established, as well as at least four initiatives that will help us in the fulfillment of each of the objectives. Subsequently, 3 strategic objectives are identified for each of the perspectives, these objectives are connected through a cause-effect relationship. The main one being: “Increase the speed of delivery of orders to generate reliability in customers”. Once the objectives have been identified, the series of activities to be carried out to meet these goals are described, and with this the second generation BSC is developed. Finally, a management tool is obtained that allow the company to comply with the proposed strategy.

scholarly journals Perancangan Pengukuran Kinerja di PT Sayuran Siap Saji dengan Pendekatan Balanced Scorecard

2019 ◽  
Vol 14 (1) ◽  
pp. 35-43
Author(s):  
Yuni Astuti Tri Tartiani ◽  
Ujang Sumarwan ◽  
Sahara
Keyword(s):  
Business Process ◽  
Balanced Scorecard ◽  
Management Tool ◽  
Structured Interviews ◽  
Literature Study ◽  
Strategic Objectives ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Process Perspective ◽  
Internal Business Process

PT Sayuran Siap Saji is one of the fresh cut vegetable supplier companies that are developing. In maintaining existence as a result of increasingly fierce business competition, PT X needs to continue to improve its performance. The objectives of the research were to built performance measurement at PT Sayuran Siap Saji using Balanced Scorecard (BSC). BSC is a management tool in measuring performance comprehensively. This research used descriptive techniques through case studies. Determination of resource persons is done by purposive sampling method, namely five experts from the management of PT Sayuran Siap Saji. The data was collected through in-depth interview techniques, structured interviews using questionnaires and literature study. There were four perspectives that became variables in this research, which were financial perspective, customer perspective, internal business process perspective and growth and learning perspective. Analytic Hierarchy Process (AHP) was used to determined the perspective priority and strategic objectives of Balanced Scorecard. The result showed that in the customer perspective, four strategic objectives were identified and five strategic objectives for each of financial perspectives, internal business process perspectives and learning and growth perspectives were identified. In the customer perspective, enhancement of satisfaction and trust from customers shows the highest contribution, meanwhile in the financial perspective, fulfill the requirements to the supplier shows the highest contribution. In the growth and learning perspective, enhancement of the capabilities and the development of the human resources  shows the highest contribution, and in the internal business process perspective, product and production process in accordance with the standards shows the highest contribution to the companies performance. This means that the four strategic objectives of each perspective that have the highest contribution are the basis for determining targets and better strategic initiatives for companies in maintaining and improving their performance

scholarly journals Integrated Marketing Communication as a Business Management Tool in the Context of Sustainable Development

2018 ◽  
Vol 1 (1) ◽  
pp. 115-123
Author(s):  
Daina Šķiltere ◽  
Santa Bormane
Keyword(s):  
Sustainable Development ◽  
Nutritional Value ◽  
Business Management ◽  
Management Tool ◽  
Integrated Marketing ◽  
Integrated Marketing Communication ◽  
Sustainable Business ◽  
Food Retail ◽  
Retail Chains ◽  
The Impact

AbstractThe problem of nowadays is that consumers lack information on food products, their composition and quality, nutritional value, packaging, its impact on the human health and environment, reuse and recycling possibilities, etc. Integrated marketing communications (IMC) as a business management tool may not only draw the consumers’ attention and incite a purchase, but also provide information and serve as a facilitator of consumers’ knowledge and competence on products, their nutritional value, use and utilisation. The goal of the research is to assess the impact of IMC for sustainability upon demand at Latvian food retail chains and the impact of the use of IMC for sustainability upon sustainable development. The object of the research is Latvian food retail chains, and the subject of the research is the use of IMC for sustainable development. The authors in 2017 surveyed leading specialists from food retail chains. The research confirmed the hypothesis that IMC for sustainability as an innovative business management tool fosters sustainable development. Based on the results of the research, the authors have drawn up a conceptual model of IMC for sustainable business development, and the results of the research are of both theoretical and practical value.

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