The Balanced Scorecard Robert S. Kaplan Primary Author mixed material bibliography USA Harvard Business School Press 1996 monographic Ed. 1 en English

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The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard--financial measures, customer knowledge, internal business processes, and learning and growth--offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. In the first part, Kaplan and Norton provide the theoretical foundations for the Balanced Scorecard; in the second part, they describe the steps organizations must take to build their own Scorecards; and, finally, they discuss how the Balanced Scorecard can be used as a driver of change. Goal setting in personnel management Organizational effectiveness Strategic planning Employee motivation Management information systems Balanced scorecard (Management) Organizational effectiveness--Evaluation Industrial productivity--Measurement 658.40120878546513 Transformatio Library Bandung Theological Seminary 658.4012 Kap b 02202200935 Textbook 658.4012 Kap b 97399 2022-02-24 19:35:59 2022-03-01 14:22:53 machine generated