Modern organizations focus on the importance of strategic
management and control over current and short-term goals and their corrective
role on the strategic success factors of the organization in the process of
using the resources of the external environment, ignoring the challenges; as the
priorities of the activity are to maximally satisfy public expectations, to
minimize the spending of resources, to use its own priorities, to successfully
overcome uncertainty and risk, to introduce the adequacy of management
decisions against the background of reasonable and measured risk. In the study
alternatives are discussed as
the Balanced Scorecard model suggested by observations and practice, and implications are provided in regard to changing and
improving the architecture of the Balanced Scorecard (BSC)
as a tool for management and control in conditions of high variability and
uncertainty of the economic and social
environment. Examined are some models in place to
develop and implement the BSC and on this
basis are structured conclusions and
recommendations
in the following aspects: the
organization's strategy, which involves the application of BSC and the
inclusion of elements to develop key aspects of the strategy; the potential of
the BSC model and its
application according to the different needs of management; the
needs of the process of developing and implementing BSC
and to further expand the applications of the BSC
as a strategic management tool requiring an assessment of the expected status
and priorities in the control of the indicators included.
Journal Section | Articles |
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Authors | |
Publication Date | December 27, 2017 |
Submission Date | September 5, 2017 |
Published in Issue | Year 2017Volume: 3 Issue: 9 |
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