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Today’s organizations are embedded in global and local network relationships that demand more. They have to consider the importance to customers, investors and employees of being respected in wider society and behaving ethically, so it is increasingly important for companies to reflect systematically on how to balance profits with other criteria when making decisions and acting. In short, they need to learn how to become The Balanced Company. Requiring sustainability in production processes and ethical employment of the work force in suppliers' production facilities, at home and abroad, has resulted in new challenges. Strategists need to make balanced choices about long-term goals and the allocation of resources. They must analyse, understand and adjust strategies to market, political, value and technology-related changes. Communication specialists need to take the value systems and assumptions of stakeholders into consideration. Change specialists need to balance continuity and change. Meanwhile, managers make balanced decisions about control or trust; human resources design jobs to make them attractive as well as motivating, and marketers must consider what is important to consumers and stakeholders. Last but not least, leaders have to acknowledge that there are times when organizations have to be taken out of balance during change. The Balanced Company provides answers to corporately responsible and ethically driven balanced decision making. Read it to help your company and stakeholders identify what can be achieved and what to avoid, and about the processes by which values are taken into account and applied in practice.
This book contains a cohesive overview of the most important theories and insights in the field of business ethics. At the same time, it further tailors these theories to the situation in which organizations function, presenting criteria that can be used to measure, assess, improve and report on corporate integrity.
Bachelor Thesis from the year 2013 in the subject Business economics - Business Management, Corporate Governance, , language: English, abstract: This study aims to investigate the usage of performance measures, conceptualized as the BSC measures, within an organizational context. This research considers itself as a descriptive research. The questionnaire was distributed to 46 private Palestinian firms operating in Ramallah from different sectors. The results revealed that the usage of financial measures is still high and ranked first among the four perspectives of the BSC measures. However, the usage of non-financial measures is growing. Only reliance on financial based performance measures is inadequate in the new manufacturing environment. Increase awareness of the importance of non financial performance measures in providing long-term value creation and long-term strategic focus as well as their effects on firm performance leads to several innovations in the area of performance measurement system. One of the widely known innovations in this area is called balanced scorecard (BSC) which has been originated by Kaplan and Norton in 1992. The BSC combines traditional financial measures with non-financial measures through focusing on four perspectives – financial, customers, internal business processes, and learning and growth.
The Producer's Business Handbook provides a model for making a successful business of independent filmmaking. It will give you a comprehensive understanding of the business of entertainment and supply you with the information and tools you'll need to successfully engage all related aspects of global production and exploitation. The handbook also provides a global orientation to the relationships that the most successful producers have with the various participants in the motion picture industry. This includes how producers direct their relationships with domestic and foreign studios, agencies, attorneys, talent, completion guarantors, banks, and private investors. It provides a thorough orientation to operating production development and single purpose production companies, from solicitation of literary properties through direct rights sales, and the management of global distribution relationships. Also presented is an in-depth discussion of the team roles needed to operate these companies, as well as how to attach and direct them. For those outside of the US, this book also includes information about how to produce successful films without government funding. This edition has been updated to include comprehensive information on the internal greenlighting process, government financing, and determining actual cost-of-money. It includes new simplified project evaluation tools, expediting funding and distribution. Together with its companion CD-ROM, which contains valuable forms and spreadsheets; tutorials; and samples, this handbook presents both instruction and worksheet support to independent producers at all levels of experience.
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.
Business Process Management and the Balanced Scorecard shows managers how to optimally use the balanced scorecard to achieve and sustain strategic success even as the business environment changes. It exceptionally fills the gap between theory and application to facilitate the use of processes as a strategic weapon to deliver world-class performance.
Improve the "Health" of Your Organization by Using the Right Metrics! The vast majority of companies use some form of balanced scorecard to measure performance measu, yet recent research suggests that most scorecards are based on singular, unsophisticated measurements, providing flawed data on the state of the organization. Beyond the Balanced Scorecard: Improving Business Intelligence with Analytics, by Mark Graham Brown, provides managers with the right metrics for evaluating important aspects of performance that are not accurately tracked by most companies and government organizations. Leaders will learn how to objectively measure: Relationships with Customers Employee Satisfaction External Business Environment Supplier/Vendor performance Strategy and Financials This book will show you how to construct a performance index, as well as provide you with example metrics of various aspects of performance that are difficult to measure.
Build a balanced assessment system and support ESSA requirements! The Every Student Succeeds Act (ESSA) increases assessment flexibility and responsibilities for states and districts, and this comprehensive guide helps leaders meet and succeed that challenge. Authors Chappuis, Commodore and Stiggins have helped thousands of teachers, principals and other educational leaders in becoming assessment-literate and developing assessment systems built on quality assessment. Readers will learn how to: Develop balance in an assessment system by combining formative and summative approaches, providing insight on students’ progress Strengthen classroom-based assessment and involve students in self-assessment
How to align all organisational units to the organisational strategy. Amplifies the ideas in the Balanced Scorecord and Strategy Maps.