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OLS Field Name OLS Field Data
Main Title The balanced scorecard : translating strategy into action /
Author Kaplan, Robert S.
Other Authors
Author Title of a Work
Norton, David P.
Publisher Harvard Business Review Press,
Year Published 1996
OCLC Number 34283015
ISBN 0875846513; 9780875846514
Subjects Industrial productivity--Measurement. ; Balanced scorecard (Management) ; Strategic planning. ; Organizational effectiveness--Evaluation. ; Strategische planning. ; Productivité. ; Planification stratégique. ; Efficacité de l'organisation--âEvaluation. ; Organisation de l'entreprise. ; Planification strat egique ; Efficacit e organisationnelle-- Evaluation ; Productivit e--Mesure
Internet Access
Description Access URL
Table of contents http://digitool.hbz-nrw.de:1801/webclient/DeliveryManager?pid=1546180&custom_att_2=simple_viewer
http://www.netlibrary.com/summary.asp?ID=7252
http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=7252
Holdings
Library Call Number Additional Info Location Last
Modified
Checkout
Status
ESAM  HD56.K35 1996 Region 10 Library/Seattle,WA 08/01/2003
Collation xi, 322 pages : illustrations ; 25 cm
Notes
Includes bibliographical references and index.
Contents Notes
"Here is the book - by the recognized architects of the Balanced Scorecard - that shows how managers can use this revolutionary tool to mobilize their people to fulfill the company's mission. More than just a measurement system, the Balanced Scorecard is a management system that can channel the energies, abilities, and specific knowledge held by people throughout the organization toward achieving long-term strategic goals. Kaplan and Norton demonstrate how senior executives in industries such as banking, oil, insurance, and retailing are using the Balanced Scorecard both to guide current performance and to target future performance. They show how to use measures in four categories - financial performance, customer knowledge, internal business processes, and learning and growth - to align individual, organizational, and cross-departmental initiatives and to identify entirely new processes for meeting customer and shareholder objectives. The authors also reveal how to use the Balanced Scorecard as a robust learning system for testing, gaining feedback on, and updating the organization's strategy. Finally, they walk through the steps that managers in any company can use to build their own Balanced Scorecard. The Balanced Scorecard provides the management system for companies to invest in the long term - in customers, in employees, in new product development, and in systems - rather than managing the bottom line to pump up short-term earnings. It will change the way you measure and manage your business"--