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.
Birincil Dil | İngilizce |
---|---|
Bölüm | Makaleler |
Yazarlar | |
Yayımlanma Tarihi | 30 Nisan 2018 |
Gönderilme Tarihi | 23 Ocak 2018 |
Yayımlandığı Sayı | Yıl 2018Cilt: 4 Sayı: 10 |
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