000			01580nam a2200265Ia 4500
003			ASM
005			20241206092908.0
008			241203s9999 xx 000 0 und d
010			_a" 96010216"
020			_a0875846513
020			_a9780875846514
020			_qHardback
040			_cASM
050			_a
100			_a"Kaplan, Robert S." _eAuthor
245		4	_aThe balanced scorecard : _btranslating strategy into action _c"Robert S. Kaplan, David P. Norton."
260			_a"Boston, Mass." _b"Harvard Business School Press," _c1996
300			_a322 Pages _billustrations _c24 cm
520			_a"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."
521			_a"Student, Researches & etc"
546			_aEnglish
650			_a"Industrial productivity--Measurement. Strategic planning. Organizational effectiveness--Evaluation."
700			_aDavid P. Norton. _eAuthors
942			_cBooks
999			_c4466 _d4466