000			01356nam a22002057a 4500
005			20250315122645.0
008			250315b |||||||| |||| 00| 0 eng d
020			_a9780875846514 _qhbk.
041			_aeng
082			_a658.4012 _bKAP
100			_aKaplan, Robert S ; Norton, David P.
245			_a The balanced scorecard : translating strategy into action _c/ Robert S Kaplan and David P. Norton
250			_a1st ed.
260			_aBoston _bHarvard business school Press _cc1993
300			_axi, 322 p. _b: ill. _c; 24 cm.
504			_aindex
520			_aThe 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.
650			_aEmployee motivation
942			_cENGLISH
999			_c568725 _d568725