Compară metode
Examinează metodele selectate una lângă alta; rândurile care diferă sunt evidențiate.
| Balanced Scorecard for Public Sector× | Măsură de Performanță Balanced Scorecard× | |
|---|---|---|
| Domeniu≠ | Public Administration | Management strategic |
| Familie | Process / pipeline | Process / pipeline |
| Anul apariției | 1992 | 1992 |
| Autorul original≠ | Robert S. Kaplan & David P. Norton | Robert S. Kaplan and David P. Norton |
| Tip≠ | Strategic performance management framework | Organizational performance measurement and management system |
| Sursa seminală≠ | Kaplan, R. S., & Norton, D. P. (1992). The Balanced Scorecard—Measures That Drive Performance. Harvard Business Review, 70(1), 71–79. link ↗ | Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1), 71–79. link ↗ |
| Denumiri alternative≠ | Public Sector Balanced Scorecard, Government Balanced Scorecard, Public BSC, Strategy-Linked Scorecard | BSC, Balanced Scorecard Framework, Kaplan-Norton Scorecard |
| Înrudite≠ | 4 | 5 |
| Rezumat≠ | The Balanced Scorecard is a strategic management framework that translates an organisation's mission and strategy into a coherent set of performance measures spread across multiple perspectives, so that managers see the business from more than the financial angle alone. Introduced by Robert Kaplan and David Norton in their 1992 Harvard Business Review article and expanded in their 1996 book, it was conceived for firms but has been widely adapted to government and non-profit settings. In the public-sector adaptation the perspectives are reordered: the mission and the citizen or stakeholder outcome sit at the top, while financial resources become an enabling constraint rather than the ultimate goal. | The Balanced Scorecard (BSC) is a strategic management system that translates organizational strategy into a coherent set of performance measures across four perspectives: Financial, Customer, Internal Process, and Learning and Growth. Developed by Kaplan and Norton (1992) in Harvard Business Review, the BSC addresses a fundamental management gap: most organizations measure what is easy to measure (financial results) while neglecting what drives results (customer satisfaction, operational efficiency, employee capability). By balancing financial outcomes with non-financial drivers, the BSC enables organizations to understand and manage strategy execution, identify causal relationships between performance drivers, and align organizational actions with strategic objectives. |
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