Made available in DSpace on 2014-06-12T17:38:02Z (GMT). No. of bitstreams: 2 arquivo3966_1.pdf: 1784025 bytes, checksum: b887b72f7efeaf3ee83df7ee9f7f4495 (MD5) license.txt: 1748 bytes, checksum: 8a4605be74aa9ea9d79846c1fba20a33 (MD5) Previous issue date: 2008 / Este estudo propõe uma metodologia para implantação do Balanced Scorecard (BSC) no Hospital Escola Portugal Ramalho, Instituição pública de assistência psiquiátrica da cidade de Maceió, Alagoas. Para tanto, foi apresentado o histórico do Hospital, a estrutura organizacional com suas hierarquias e o planejamento estratégico, como iniciativa de profissionalização da gestão. O referencial teórico trabalha temas atrelados à estratégia, ao planejamento estratégico e ao sistema de avaliação desempenho BSC, como base conceitual deste trabalho. Mostra-se a construção do BSC a partir das etapas recomendadas por Kaplan e Norton (2007), além da viabilidade do emprego desta ferramenta gerencial no âmbito do segmento público governamental. Sugere-se um modelo para Entidade hospitalar partindo do planejamento estratégico existente na Instituição, com adaptação da metodologia do BSC, contemplando a integração de medidas financeiras e não-financeiras, sob a ótica das quatro perspectivas: financeira, cliente, processo interno e ensino e aprendizado, propostas no Balanced Scorecard, interligadas por relações de causa e efeito. Destacam-se ainda as principais vantagens em utilizar este instrumento. Por fim, é mostrada a aplicação prática da proposta, de forma preliminar, materializada por meio do mapa estratégico, a partir da contribuição dos dirigentes do Hospital

This thesis is dealing with the topic of the strategic performance management and cultural consequences of its implementation at emerging markets. The foremost goal of this thesis was to break down key issues which should be addressed by C-level management when considering implementation of Balanced Scorecards in emerging markets. Key issues which were addressed in this thesis: Cultural differences between emerging and developed countries; Knowledge worker as the key production factor in services; Theory of the Performance Management; Theory of Balanced Scorecards; Strategic implications of the implementation of Balanced Scorecards; Alternative approaches to Balanced Scorecards

Estágio realizado no INEGI e orientado pelo Eng.º José Coutinho Sampaio / Tese de mestrado. Engenharia de Serviços e Gestão. Faculdade de Engenharia. Universidade do Porto. 2010

Because of the fierceness of business environment competition, there are a lot of scholars investing this field to carry on research one after another. It makes CRM become new developing studying apparently in the MIS field. But there is no scholar to review important issue in CRM. According this research we find the topics relative CRM can be divided into six constructs that are segment, finical, customer, customer knowledge management, operation and IT. Pass such a categorized way, not only help us understanding its intension, but also the relation of influencing each other. We find out that too much research focus on CSF, system introduction and IT. And this research proposes a measurement based on balanced scorecard. Through this way not only help us knowing what benefit that CRM brought for organization, but also improved the successful rate. Besides balanced scorecard, this research discussed the creation of customer knowledge and we find out the steps of customer knowledge creation can also divided into socialization, externalization, combination and internalization. However, most research focus on externalization, future research could do research on the others that would help organization more efficient grasping customer knowledge.

This thesis presented a complete measurement method for accurate characterization of balanced devices using two-port vector network analyzer. Combining renormalization and mixed-mode transformation techniques, this method is good for coaxial components. At first, the feasibility of the method was confirmed with the help of ADS simulation. Then a real example of Marchand balun fabricated on FR4 substrate was measured with calibrated mixed-mode S-parameters that have been further verified by full-wave simulations. The measurement system developed based on this method does not require any additional hardware to the vector network analyzer. This system can be also applied to the measurement of on-wafer components with the help of some microwave switches.

ABSTRACT Institute of Human Resource Management National Sun Yat-Sen University Title of the thesis: The Research on Implementing Performance Management System Based on Balanced Scorecard ¡V Using the Taiwanese Branch of a Multinational Foods Company as an Example Name: Yuh-Chin Lee Advisor: Chin-Kang Jen, Ph.D. Graduate date: July, 2002 Degree conferred: Master Considering there is only few company implementing Balanced Scorecard in Taiwan, or even if there are some companies already implementing it, they are seldom effectively linked with performance management or other systems. This research is using the Taiwanese Branch of a multinational foods company as an example, and is based on the principle of the single case study method. The topics of this thesis are as follows: 1. To study the individual company¡¦s performance management system to understand the actual operation of Balanced Scorecard in the enterprise, thereafter provides the company¡¦s experience to those who will use Balanced Scorecard in the future by introducing step by step of the individual company¡¦s implementing process. 2. To point out, through the analyzes of an individual company¡¦s system and the studies of related documents, problems that individual company might encounter during the implementation of the system, and find out improving methods. 3. To provide suggestions for improvements to the individual company. Based on the findings of this research, the following conclusions are reached: 1. Because the individual company follows Balanced Scorecard¡¦s concept to implement its performance management system, thus the system can runs smoothly and gets good results. The process starts with the confirmation and integration of the company vision, mission, and core values, which will help the company to build up its conscientious. The second step is to set up company strategy align with company vision, mission and core values, and use Balanced Scorecard to convert this strategy into the company goal, then develop its action plans. The third step consists in monitoring performance results and doing necessary revisions to ensure the achievement of the goal. In the end it is necessary to link the performance results with the reward, employee development and promotion plan. 2. The problems that individual company encountered during the system implementation are as follows: 1) In the area of system design Because the individual company directly adopted its mother company¡¦s strategy, and did not draw out its own strategy map, it is highly possible that in the future, if the environment dramatically changes, the company will need to revise its strategy to adapt to the changes and might fail to link the performance management system with the strategy properly. 2) In the area of processing a. Lack of complete information supporting system. b. Employees¡¦ expectation of a gap between performance results and performance bonus payments. c. Increasing imbalance between employee¡¦s work and family life. 3. Suggestions to the individual company are as follows: 1) Build up an individual company's strategy map, and link the performance management system tightly with the strategy. 2) Set up an information supporting system based on Balanced Scorecard. 3) Disclose the linkage between performance results and performance bonus payments at the beginning of the performance cycle. 4) Simplify the work process, and create a balanced working environment.

Göttingen, Universität, Thesis (doctoral), 2001.

Zugl.: Lüneburg, Univ., Diss., 2008

Zugl.: Hamburg, Univ. der Bundeswehr, Diss., 2009

Thesis (doctoral)--Universität St. Gallen, 2003.