By Paul R. Niven
This e-book presents an easy-to-follow roadmap for effectively imposing the Balanced Scorecard method in small- and medium-sized businesses. development at the good fortune of the 1st version, the second one variation contains new situations in accordance with the author's event enforcing the balanced scorecard at govt and nonprofit enterprises. it's a must-read for any association attracted to attaining leap forward effects.
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Extra resources for Balanced Scorecard: Step-by-Step for Government and Nonprofit Agencies
Through cascading, you create a line of sight from the employee on the front line to the director’s office. Some organizations have taken cascading all the way down to the individual level with employees developing personal Balanced Scorecards that define the contribution they will make to their team in helping it achieve overall objectives. In Chapter 9, we will take a closer look at the topic of cascading and discuss how you can develop aligned Scorecards throughout your organization. Rather than linking incentives and rewards to the achievement of short-term financial targets, managers now have the opportunity to tie their team, department or agency’s rewards directly to the areas in which they exert influence.
Norton, “Using the Balanced Scorecard as a Strategic Management System,”Harvard Business Review, January–February, 1996, pp. 75–85. 24. Peter F. Drucker, Management Challenges for the 21st Century (New York: HarperCollins, 1999). G. Wells many years ago. Applied to the Balanced Scorecard, this colorful language suggests that if you expect to achieve success with this tool, you must adapt it to fit your organization. Detailing that process is the subject of this chapter. Chapter 1 focused on the Balanced Scorecard as it was originally conceived with the for-profit world in mind.
75–85. 24. Peter F. Drucker, Management Challenges for the 21st Century (New York: HarperCollins, 1999). G. Wells many years ago. Applied to the Balanced Scorecard, this colorful language suggests that if you expect to achieve success with this tool, you must adapt it to fit your organization. Detailing that process is the subject of this chapter. Chapter 1 focused on the Balanced Scorecard as it was originally conceived with the for-profit world in mind. As private-sector firms around the world began to harness the power of the Balanced Scorecard, public and nonprofit agencies, in their own quest to improve results, turned to the Scorecard with intrigue.