<p>Nowadays Balanced Scorecard management system is widely used in Europe country. What’s the BSC? Balanced Scorecard Performance management is a new way for assessment of the sector team. Balanced Scorecard is a Performance Evaluation System also.</p><p>In the thesis, we want to check if the BSC could be used for a Chinese coal industry company. It was a good opportunity to see if the main principles of BSC depended on the culture, the place and the time, or if it was pretty much universal. So, we choose the Longwangzhuang coal Industry Company as our object to research and analysis. Longwangzhuang coal Industry Company created in 2003, located in Mianchi, Henan province. To begin with we provide a brief background on the Longwangzhuang coal industry company. We introduce the BSC and try to search and seek a suitable BSC management system which combined with the Chinese culture, special organization culture and structure. And we discussed the strategy and target with the CEO, analysed the company through information obtained from some documents and answers to questions we asked. Then we made a SWOT- analysis and form BSC four parts to recognise what the Company’s situation, what’s advantage and disadvantage of the company. After that we make detail BSC criterions, marks and analysis. There are six evaluations on internal process and four evaluations on innovation learning. Depends on these real evolutions we find out problem and give some advices to Longwangzhuang coal Industry Company. Sequentially, improve the internal system of this company.</p><p>After all, our conclusion is with the improved strategy and target that is possible to use BSC to improve the internal system in Longwangzhuang coal industry. As long as under the corporate culture, enterprise development and management of basic to development their own BSC. That BSC can be widely used in Chinese enterprises also.</p>

Nowadays Balanced Scorecard management system is widely used in Europe country. What’s the BSC? Balanced Scorecard Performance management is a new way for assessment of the sector team. Balanced Scorecard is a Performance Evaluation System also. In the thesis, we want to check if the BSC could be used for a Chinese coal industry company. It was a good opportunity to see if the main principles of BSC depended on the culture, the place and the time, or if it was pretty much universal. So, we choose the Longwangzhuang coal Industry Company as our object to research and analysis. Longwangzhuang coal Industry Company created in 2003, located in Mianchi, Henan province. To begin with we provide a brief background on the Longwangzhuang coal industry company. We introduce the BSC and try to search and seek a suitable BSC management system which combined with the Chinese culture, special organization culture and structure. And we discussed the strategy and target with the CEO, analysed the company through information obtained from some documents and answers to questions we asked. Then we made a SWOT- analysis and form BSC four parts to recognise what the Company’s situation, what’s advantage and disadvantage of the company. After that we make detail BSC criterions, marks and analysis. There are six evaluations on internal process and four evaluations on innovation learning. Depends on these real evolutions we find out problem and give some advices to Longwangzhuang coal Industry Company. Sequentially, improve the internal system of this company. After all, our conclusion is with the improved strategy and target that is possible to use BSC to improve the internal system in Longwangzhuang coal industry. As long as under the corporate culture, enterprise development and management of basic to development their own BSC. That BSC can be widely used in Chinese enterprises also.

Background and problem: Strong barriers to incorporating sustainability into the strategic plan exist according to CFO Research in 2008, and there is clear difficulty in valuating effects that sustainability has on the whole value. This makes it interesting and important to study these issues in this thesis.   Purpose: The purpose of this study is to examine and analyze how organizations could incorporate sustainability perspectives into the strategic plan by constructing standalone sustainability balanced scorecard, and get an understanding of what kind of critical aspects that should be taken into consideration while adopting a separate sustainability balanced scorecard.   Method: To achieve the purpose the authors have chosen to use a qualitative method and carried out interviews at Hilton Tokyo. The information obtained from the respondent is relevant in this study.   Conclusions: The adaptation of a separate sustainability management system to include sustainability has resulted in the growing realization by large companies such as Hilton. Sustainability is not only a human ethical responsibility, but it is also beneficial to the bottom line of the company who fully commits to it, which has been proved very well in this research. This analysis has demonstrated several ways in which social and environmental sustainability can be incorporated with the organizational strategic plan. The empirical evidence gathered from Hilton Tokyo helps to demonstrate that sustainability in a separate system works well to integrate with the Balanced Scorecard and has become an integral part of a company’s identity. Lastly, several considerable critical aspects while adopting a separate sustainability balanced scorecard have been analyzed and demonstrated.

No description available.

The Master Thesis focuses on business performance measurement using The Balanced Scorecard base. The Thesis specifies, what is The Balanced Scorecard, explaines essential principles and perspectives of the concept and describes the implementation of the concept. The teoretical part of the Master Thesis is focused on explanation of essential methods of the strategic analysis and describe essential methods and indicators of the financial analysis. The Thesis measures the company performance by using financial and strategic analysis in the analytical part of the Thesis and measures the company Performance by using The Balanced Scorecard concept prepared and adjusted for specific needs of the company.

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.

<p>Det balanserade styrkortet är ett styrverktyg som utvecklats för företag i syfte att underlätta att dess kortsiktiga aktiviteter understöder organisationens långsiktiga mål. Ledningen för Landstinget i Värmland beslutade år 2004 att det balanserade styrkortet skulle införas som ett verktyg för strategisk styrning i hela organisationen. Lanstingsledningen slog vidare fast att styrverktyget skulle utvecklas samt implementeras stegvis in i organisationen, med en början på landstingsnivå och sedan vidare ner till länsverksamhets- samt slutligen till enhetsnivå. Vårdcentralen Rud är en av Landstinget i Värmlands verksamheter på enhetsnivå och tillhör länsverksamheten allmänmedicin. Hösten år 2005 blev det aktuellt för vårdcentralen att utveckla och implementera sitt eget balanserade styrkort.</p><p>Studiens syfte är att beskriva samt granska hur det balanserade styrkortet utvecklas, utformas och tillämpas i organisationen Landstinget i Värmland samt en av dess enheter, Vårdcentralen Rud. En kvalitativ metod i form av intervjuer har använts för att skapa förståelse för landstingets relation till det balanserade styrkortet.</p><p>Studien visar att Landstinget i Värmland har utvecklat sitt balanserade styrkort genom att tillämpa olika teorier om styrverktyget. Dessa har sedan anpassats till organisationens struktur och situation. Då det balanserade styrkortet införs stegvis in i organisationen, har landstingets styrkort fungerat som utgångspunkt för länsverksamheters samt enheters styrkortsutformning. Det balanserade styrkortet har blivit förankrat samt accepterat på landstingsnivå och används numer som ett styrverktyg för Landstinget i Värmlands strävan att nå sina strategiskt långsiktiga mål.</p><p>Vårdcentralen Ruds verksamhetschef, har utifrån landstingets samt länsverksamheten för allmänmedicins balanserade styrkort, utvecklat ett eget styrkort tillsammans med sin personal. Styrkortet befinner sig för närvarande i sin implementeringsfas där det är av vikt att verktyget blir accepterat samt förståeligt för verksamhetens medarbetare. Vårdcentralen upplevs ha goda förutsättningar för att få styrverktyget förankrat i verksamheten.</p>

The main goal and intended contribution of the presented doctoral dissertation is to define the most important principles for the usage of the Dynamic Balanced Scorecard (DBSC) as a practical guide for learning organization. The Dynamic Balanced Scorecard is based on the fundamental idea that the conventional (static) Balanced Scorecard (BSC) is not able to encompass the contemporary dynamic environment and hence is not an appropriate tool for any strategic management system. At the beginning of the dissertation, the thesis is dedicated to description of the BSC limitations. Moving further, the thesis establishes a practical guide described in three stages: ? the main principles of DBSC, ? the methodology of implementing DBSC, ? the working model. The model was developed in a real company and is now being used in pilot operation. Furthermore the model contains measurements that help demonstrate the transformation from a traditional organization to a learning organization. I did not find, based on questionnaires collected from 110 companies and my experience in a consulting company, any examples of DBSC being currently used in the Czech Republic. The original hypothesis about non-use of any dynamic model for strategic management system was confirmed in the empirical part of the dissertation.

Business literature is full of management techniques aimed at improving a company’s performance, strategy design and employee engagement. The Balanced Scorecard (BSC) is one of those techniques, and one that has considerably gained most of the attention since it was first introduced in 1992 by Dr. Robert S Kaplan and David P. Norton after a joint research. In the document, they suggested that a business should be studied using four perspectives: customer’s perspective, internal business perspective, innovation and learning perspective, and of course, the financial perspective, which is any company’s ultimate goal. The purpose is that managers should manage, ideally, three to five goals in each perspective and then have specific measures for those goals. The scorecard could then help managers simplify the organization’s vision and translate that vision into measurable actions that employees can understand and follow accordingly. The Balanced Scorecard is basically a performance analysis technique, designed for the ultimate purpose of translating an organization’s overall business strategy into specific, quantifiable goals and to monitor the organization’s performance with respect to achieving those goals. It provides, like the name states, a balance of financial and non-financial measures that focus on both short and long term performance. This document seeks to explain the BSC methodology and provide some evidence of its use in companies worldwide. It is also complemented with personal experience with the tool at a corporation in El Salvador. Research shows that companies that have implemented the BSC have seen significant improvements in their results. These results are not due solely to the BSC implementation, but they are evidence that the BSC can be an effective tool to help organizations achieve their strategic goals more easily if implemented correctly.

No description available.