Práce je zaměřena na praktickou aplikaci metody strategického řízení zvané Balanced Scorecard. Nejprve proniká do struktury a fungování neziskového občanského sdružení TJ Auto Škoda. Následně stanovuje SWOT analýzu pro toto sdružení, tedy identifikuje základní silné a slabé stránky, příležitosti a hrozby. To je východiskem pro vytvoření strategických cílů, jejich měřítek a hybatelů. V samém závěru dochází k vytvoření strategické mapy, která je klíčem pro strategické řízení TJ Auto Škoda v následujících několika letech.

The thesis is focused on strategic planning and management system Balanced Scorecard and its application in spa Léčebné Lázně Bohdaneč. In theoretical part is introduced the theoretical basis for application of this method including the basics for strategic analysis. The practical part is devoted to strategic analysis at the beginning. SWOT analysis identifies the strengths and weaknesses of the company and potential opportunities and threats. Thereafter the strategy of the company is defined, follows determination of strategic goals in four perspectives (financial, customer, internal and innovation and learning perspective), choice of key performance indicators and strategic actions. In the final of the thesis is created strategic map, that is key tool of strategic management based on Balanced Scorecard method.

The thesis Application of Balanced Scorecard in a manufacturing company is focused on creation of mission, vision, strategy and the strategic management system Balanced Scorecard for the company Abydos s.r.o. In the theoretical part is described the creation of strategic analysis and defined the Balanced Scorecard method. At the beginning of the practical part is introduced the company Abydos s.r.o. Next part deals with the strategic analysis and identifies strengths and weaknesses of the company and its potential opportunities and threats. Based on the strategic analysis is designed the mission and the vision of the company, follows the strategy formulation and definition of strategic objectives in four perspectives. For each strategic objective are identified measures and strategic actions. At the end of the practical part is created a strategic map, which is a key tool for the strategic management method Balanced Scorecard.

This master's thesis deals with the performance evaluation of the company Slovácké strojírny a.s. and thereafter the implementation of Balanced Scorecard method. The thesis is divided into two parts, methodological and practical. Methodological part defines tools of strategic analysis, financial analysis INFA and Balanced Scorecard components. Practical part contains description of the company Slovácké strojírny a.s. and the analysis itself. Subsequently follows chapter focused on determination of strategic objectives, measures and actions for each perspective of the Balanced Scorecard. The aim of this thesis is to create a strategic map that plays key role for strategic man-agement in researched company.

Main objective of the theses is pilot solution for implementations of Business Intelligence in to the Business company. The company is selling gastronomic appliances and realizes complete functioning of public alimentation , including services. The theses is devided in two parts. First part is theoretical summary of methods Balanced Scorecard and Business Intelligence. Theoretical part includes the chapter which explain operation and possibilities of Business Intelligent in small companies. The second part is practical solution, where is in the beginning introduction of the company. In the following chapters the main objective is to establish the key indicators in chosen company by using method of strategic operation of Balanced Scorecard. Next is to create strategic map, which make model for company behavior and model for usage of outputs in the course of real implementation of Business Intelligence.

This thesis is focused on strategic management. The main goal of the thesis is setting up the Balanced Scorecard method on company KRÁLOVOPOLSKÁ RIA, a.s. This work is devided into two parts. First part contains theoretical framework that is used in the second part focused on practical aplication of theoretical methods. First step of practical part is strategic analysis that brings information about strategic position of KRÁLOVOPOLSKÁ RIA. Next step of practical part is evaluation of company's current strategy. Main part of this thesis is setting up strategic management system using the Balanced Scorecard method. Final outpu of this thesis is strategic map that represents all stratagic golas set up in the Balanced Scorecard framework.

Made available in DSpace on 2015-03-05T18:36:38Z (GMT). No. of bitstreams: 0 Previous issue date: 17 / Nenhuma / Este trabalho propõe a construção e validação de um Mapa Estratégico (ME) com ênfase na perspectiva da aprendizagem e crescimento, aplicável em uma unidade de uma universidade privada, com características comunitárias, tendo como base o Balanced Scorecard (BSC), contemplando suas quatro perspectivas: financeira, dos clientes, dos processos internos e da aprendizagem e crescimento. Utilizou-se para tal, uma validação qualitativa e convergiu-se para a metodologia quantitativa denominada fuzzy logic. Para fundamentar o trabalho foi realizada uma revisão teórica enfocando principalmente a gestão estratégica e o aprofundamento no sistema de avaliação de desempenho denominado Balanced Scorecard. Objetivando validar o Mapa Estratégico (ME), utilizou-se, então, a lógica difusa, já que a mesma amplia as relações de causa e efeito lineares e contempla as relações em que tudo depende de tudo. Assim, auxilia-se significativamente o processo decisório com a identificação dos elementos prioritários para construção do refer / This paper proposes the construction and validation of a Strategic Map (SM), with emphasis in the perspective of learning and growing, applicable to an unity of a private university with communitary characteristics, and based on Balanced Scorecard (BSC), contemplating its four perspectives: financial, of its clients, of its internal processes and of learning and growing. We used a qualitative validation and converged to a quantitative methodology denominated fuzzy logic. A theoretical review, focusing the strategic management and the deeping into the system of evaluation of performance called Balanced Scorecard, was used to fundament this paper. To validate the Strategic Map (SM), we used the diffusing logic, because it enlarges the relations of linear cause and effect and contemplates the relations in which everything depends on everything. This way, we significantly help the decisory process with the identification of prioritary elements for the construction of the map. In relation to the technical procedur

Made available in DSpace on 2015-03-05T19:12:38Z (GMT). No. of bitstreams: 0 Previous issue date: 9 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / O presente estudo objetivou identificar uma hierarquia de prioridade em um modelo de mapa estratégico para gestão do capital humano docente em uma Instituição Privada de Ensino Superior. Para tanto, realizou-se uma pesquisa qualitativa, onde os dados foram coletados através de entrevista em profundidade com gestores do nível estratégico e especialista na área. Através da técnica de análise de entrevista foram identificados os elementos mais significativos para os fins do estudo. Esses elementos foram submetidos à apreciação dos gestores a fim de que os mesmos atribuíssem grau de importância a cada um individualmente,bem como, no relacionamento entre si. Além disso, a fim de validar os elementos prospectados, procedeu-se uma análise quantitativa, realizada a partir da utilização de sistema fuzzy logic. Esse procedimento foi adotado no sentido de minimizar possível grau de subjetividade da pesquisa, e um dos benefícios no processamento dos dados através do sistema fuzzy está na quantificação da verbalização ob / This study aims at identifying a hierarchy of priorities by using a strategic map for managing the teaching staff of a private institution of higher education. To reach this objective, qualitative research has been conducted, the data having been collected through in-depth interviews with managers at strategic level and experts in the field. Through interview analysis, the most significant elements of this study have been identified. These elements were submitted to the managers, so that each of them might be assigned a degree of importance both individually and among them. Moreover, in order to validate the extracted elements, quantitative analysis was conducted through the fuzzy logic system. This procedure was adopted in order to minimize a possible degree of bias in the research. Thus, one of the benefits of data processing through the fuzzy logic system lies in the quantification of the verbalization obtained by interviewing the managers. This has resulted in a more scientific and robust study. Another

Made available in DSpace on 2014-12-17T14:52:53Z (GMT). No. of bitstreams: 1 RafaelaSBP_DISSERT.pdf: 756709 bytes, checksum: 0c3cf9a4f25430e7f4e206fa0b22ba59 (MD5) Previous issue date: 2010-08-27 / Coordena??o de Aperfei?oamento de Pessoal de N?vel Superior / The strategy has an important role in organizations by identifying factors that need to be emphasized to organizational success and strategic map currently contemplates as a preview of organizational strategy, prepared from your planning. Third sector organizations need to take a competitive posture, establishing a sustainable position and maximizing the use of resources towards their social or humanitarian goals. This research aims to investigate the process of building strategic maps of two non-profit organizations by identifying and characterizing the steps common to these organizations. The research is characterized as qualitative descriptive and applied knowledge. Developed from bibliographical reviews and participant observation gathered in a case study, the data was collected in two third sector organizations and the results show that how to conduct the process may influence directly on your result lists. Among the steps identified, emphasis can be given to the formation of a team, the definition of strategy, the definition of strategic objectives, the gathering of those goals into perspective and the identification of the cause-effect relationship that relate. Marked as optional, but effective, conducting an event outside the premises of the company to complete the process, or any portion thereof. However, stands out as essential the active participation of senior management in the process, as a way to give credit to the initiative. These steps, its characteristics and its factors are described from comparisons between the processes adopted by the organizations surveyed / A estrat?gia possui um papel importante nas organiza??es por identificar fatores a serem enfatizados para o sucesso organizacional e contempla atualmente o mapa estrat?gico como uma visualiza??o da estrat?gia organizacional, elaborada a partir do seu planejamento. Organiza??es do Terceiro Setor precisam assumir uma postura competitiva, estabelecendo uma posi??o sustent?vel e maximizando o uso de recursos em prol de seus objetivos sociais ou humanit?rios. Esta pesquisa tem por objetivo investigar o processo de constru??o de mapas estrat?gicos de duas institui??es sem fins lucrativos, identificando e caracterizando as etapas comuns a essas organiza??es. A pesquisa se caracteriza como qualitativa, descritiva e de conhecimento aplicado. Desenvolvida a partir de revis?o bibliogr?fica e observa??o participante reunidas em um estudo de caso, os dados foram coletados em duas organiza??es do Terceiro Setor e os resultados apontam que a forma de conduzir o processo pode influenciar diretamente nos seus resultados. Dentre as etapas identificadas, destaca-se a forma??o de uma equipe, a defini??o da estrat?gia, a defini??o de objetivos estrat?gicos, a reuni?o desses objetivos em perspectivas e a identifica??o da rela??o de causa e efeito que os relacionam. Destaca-se como facultativa, por?m eficaz, a realiza??o de um evento fora das instala??es da empresa para se realizar o processo, ou parte dele. Contudo, destaca-se como essencial a participa??o ativa da alta administra??o no processo, como forma de dar cr?dito ? iniciativa. Essas etapas, suas caracter?sticas e seus fatores s?o descritos a partir de compara??es entre os processos adotados pelas institui??es pesquisadas

The objective of the Master´s Thesis is to apply the Balanced Scorecard system in a foundry company. The theoretical part defines the strategic management, it introduces individual parts of the Balanced Scorecard system and methods for its implementation in the company. The practical part use the methods listed above and applies them to the specific company An external analysis is applied to identify the relationship between the enterprise and its surroundings As a part of the internal analysis, financial indicators are calculated and compared with other enterprises in the sector. Based on the results of analyzes, the strengths as well as the weaknesses are identified and the strategy and strategic goals are set in four perspectives. To achieve these goals, the strategic map is created as the way of expressing and communicating strategy throughout the whole company. Moreover, the final section emphasizes the need for Balanced Scorecard integration into the company's management and management system.