Balanced scorecard diagnostics : maintaining maximum by Paul R. Niven

By Paul R. Niven

"Balanced Scorecard Diagnostics is a single-source consultant to adequately reading the effectiveness of an organization's Balanced Scorecard, entire with the most recent instruments and knowledge to enforce corrective adjustments, making sure your Balanced Scorecard is working at greatest functionality. all through this step by step consultant, self-assessment questions aid readers concentration corporation discussions to seriously study their implementation efforts and propel Scorecard tasks forward." "Balanced Scorecard Diagnostics is a must-read for everybody who desires to get the main out of the Balanced Scorecard in use at their organizations."--BOOK JACKET.  Read more... the present country of the balanced scorecard -- First issues first -- ahead of you degree -- technique maps -- Measures, goals, and projects -- Cascading the balanced scorecard to force organizational alignment -- Key balanced scorecard approach linkages : budgeting, reimbursement, and company governance -- Sharing balanced scorecard effects : reporting and strategy-centered administration conferences -- construction the balanced scorecard at Aliant, Inc

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Baruch Lev, “Sharpening the Intangibles Edge,” Harvard Business Review, June 2004, pp. 109–116. 9. Brian E. Becker, Mark A. Huselid, and Dave Ulrich, The HR Scorecard (Boston, MA: Harvard Business School Press, 2001), p. 7. 10. Avery Hunt, “Mobilizing for Well-Being: The Army Medical Department’s Balanced Scorecard Transformation,” Balanced Scorecard Report, May–June 2003, pp. 9–10. 11. “ImClone’s Ex-CEO Arrested, Charged with Insider Trading,” Wall Street Journal, June 13, 2002. 12. Ibid. 13. com, August 2004.

What they experienced came as a cold slap in the face to many: aggressive beggars panhandling relentlessly, winos and homeless people sprawled over benches, and gangs of youths running wild and frequently intimidating those citizens courageous enough to brave the system. No longer was subway crime a nonthreatening statistic on some innocuous report; instead, it was transformed into a living, breathing reality. You may not require such dramatic actions as those enacted by Bratton, but certainly you can take concrete steps to introduce the reality of your situation to your employees.

23. com. 24. Thomas H. Davenport and Laurence Prusak, with H. James Wilson, What’s the Big Idea? (Boston, MA: Harvard Business School Press, 2003), p. 53. 25. Allan A. MacDonald, “Implementing the Balanced Scorecard to Create a Strategy Focused Organization,” unpublished dissertation, 2004. 26. See note 24, p. 59. 27. Peter Drucker, Managing in a Time of Great Change (New York: Truman Tilley / Dutton, 1995). 28. Abraham H. Maslow, Maslow on Management (New York: John Wiley & Sons, 1998). 29. Marc J.

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