The diploma thesis focuses on the economic and financial evaluation of a selected company using the Balanced Scorecard method. The work is divided into four parts and the first part includes the objectives, methods and procedures of processing. The second part is focused on the theoretical background needed for the next part, namely the analytic part, which will introduce the selected company and will compile and evaluate financial and strategic analysis. Based on the results of the analysis, a proposal for the implementation of the Balanced Scorecard model will be created in the last part of the work in order to improve the current performance of the company.

The diploma thesis is focused on Self-evaluation of Zeppelin SK, s.r.o. .. The diploma thesis is divided into three parts, in the first part is defined theoretical knowledge, in the second part current situation is analyzed in company and in the last part are proposals, how to remove current drawbacks.

The Master’s thesis deals with the evaluation of performance in the company ČD, a.s. by using the Balanced Scorecard method. The theoretical part of thesis describes the Balanced Scorecard concept and the process for its implementation. The next part of thesis evaluates the current situation of the company by using selected analytical methods. Based on the results of analysis is created a proposal for implementation of the BSC method for the analysed company. The final part of thesis summarizes possible risks and expected benefits of this concept.

The Master’s thesis deals with the business performance assessment of DSB EURO, s. r. o. company by Balanced Scorecard method. The concept of the Balanced Scorecard method and its implementation is described in the theoretical part. The practical part is based on the theory described in the thesis and evaluates current situation of the company by financial and non-financial measures. The concept of the implementation into chosen company is designed from the analysis results. The final part is aimed on the risk summarization and concept contribution.

Master´s thesis is focused on valuation of efficiency of NEPA Ltd. This valuation of efficiency is performed on EFQM Excellence Model. Theoretical part of thesis is focused on description of selected models of valuation of efficiency with a bigger orientation to EFQM Excellence Model. In practical part is NEPA Ltd. introduced, included it´s field of business and on the base of EFQM Excellence Model is valuation of efficiency made. In conclusion are series of recommendations for increase efficiency.

The dissertation aims on evaluating the performance of the selected production company and the subsequent implementation of the chosen method Balanced Scorecard, through which the company´s behaviour and attitude to the management process is directed, in order to enhance the performance on the market and to achieve an adequate financial stability.

This master‘s thesis deals with the business performace assesment of the company using the Balanced Scorecard method. Based on the acquired theoretical knowledge about this method analyse the financial and non-financial customer perspective, perspective of internal processes, perspective of learning and growth. The strategic goals and scales are designed based on the findings obtained during the analysis, which should help the company to improve its overall performace in the upcoming years.

The Master’s thesis deals with question of strategic management. It is focused on performance measurement Invia.cz, a.s. using the Balanced Scorecard method. Theoretical part describes concept of the Balanced Scorecard and proces of its implementation. The next part of thesis includes strategic and financial analysis which serves as the basis of this concept. A major part includes proposal of concept implementation into the strategic management. At the end, possible risks and anticipated benefits of this method are evaluated

Memoria para optar al título de Ingeniero Civil Industrial / La Corporación Construyendo Mis Sueños (CMS), es una organización sin fines de lucro, encargada de dar apoyo a emprendedores y empresas de menor tamaño, mediante asesoría y proyectos, con el objetivo de contribuir de manera sostenible a su crecimiento. Uno de los proyectos que CMS lleva a cabo, es la operación de Centros de Desarrollo de Negocio (CDN) de Sercotec. La operación de estos centros es licitada públicamente por un periodo de cinco años y evaluada de forma anual, en base al cumplimiento del convenio de operación. CMS se ha adjudicado cuatro Centros en la región Metropolitana: CDN San Bernardo, CDN Estación Central, CDN Maipú y CDN Las Condes. La propuesta de Diseño. surge a partir del interés de la Dirección Ejecutiva de generar las herramientas de control de gestión, para lograr reconocimiento y excelencia, para mantener la asignación como operadores de CDN, principal ingreso de CMS. Esto, ha significado autonomía administrativa y financiera y la posibilidad de seguir desarrollando programas, que apoyen emprendimientos en el sector de la micro y pequeña empresa. Por otro lado, se requiere el uso de instrumentos y modelos de la Ingeniería que permita proyectar su estrategia en un cambio en la gestión del CMS. Para lograr lo anteriormente descrito, se ha diseñado un sistema de control de gestión, siguiendo la metodología de Balanced Scorecard propuesta por Kaplan y Norton. El trabajo metodológico consiste en un diagnóstico exploratorio, donde se analiza a CMS en base a sus propios antecedentes e información de microempresas relacionadas. También se consulta a un panel de expertos, lo que nos permite tener un estudio sobre los factores internos y externos. Posteriormente, siguiendo los lineamientos de la misión y visión de CMS, focalizamos la información del mapa estratégico en tres temas, que apuntan principalmente a la búsqueda de mayor calidad en los CDN con menor cantidad de recursos -eficiencia operativa-; de atraer, retener y fortalecer clientes que sustente el modelo implementado por la corporación -crecimiento rentable sostenido-; y cuidar el capital humano por medio de crecimiento constante y mantención de un buen clima laboral -capacidades organizacionales-. Finalmente, se elabora el sistema de control de gestión, formulando 19 indicadores de gestión para los 13 objetivos estratégicos. Las metas son fijadas para controlar el cumplimiento, así como también se asigna un responsable de cada uno de los indicadores. Se espera como resultado de lo propuesto en esta memoria, un cambio en la estructura y los procesos de CMS, para lograr una mejora sustancial en sus objetivos. El impacto de esta herramienta permite enfrentar el crecimiento organizacional midiendo el rendimiento de los centros de forma periódica, y así tomar acción para el cumplimiento de su estrategia.

The purpose of this research study was to determine what service attributes were perceived as important factors for a successful Office of Research Administration (ORA) to provide to principal investigators and department administrators. Initially established more than 50 years ago, The Office of Research Administration (ORA) has evolved into an integral component for the fiscal sustainability of many institutions of higher education. Existing performance metrics based on financial measures do not sufficiently capture the quality of the level of service demands placed on the ORA by the two internal user groups. The conceptual basis of the Balanced Scorecard modified for the non-profit sector served as the theoretical framework. The study involved 668 respondents (433 principal investigators and 235 department administrators) from 72 research universities. Principal investigators and department administrators agreed on 18 service items as important performance metrics for successful Offices of Research Administration. However, the two groups did vary somewhat in the degree of importance of these 18 service items. Four services, responding to email and phone messages within 24-48 hours, easy access to forms, and timely setup of the internal award account were identified as priority factors by greater than 90 percent of the principal investigators. In addition to these four items, another six items-trainings for new employees and training updates for existing employees, equal treatment by the ORA, easy access to policies, and promoting a team effort approach to research-were identified as prior factors by greater than 90% of the department administrators. Demographics did not display a significant relationship in the perceptions of either group. Principal investigators did display a higher satisfaction for level of performance for the items of importance, especially related to the priority factors at their current institutions.