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Title:UVEDBA URAVNOTEŽENEGA SISTEMA KAZALNIKOV V IZBRANI ORGANIZACIJI
Authors:Šumak, Ana (Author)
Kolar, Iztok (Mentor) More about this mentor... New window
Files:.pdf UNI_Sumak_Ana_2010.pdf (676,18 KB)
 
Language:Slovenian
Work type:Final seminar paper (mb14)
Organization:EPF - Faculty of Business and Economics
Abstract:V današnjem času, polnem nenadnih sprememb in velike konkurence je za podjetje izjemno pomembno, da zna izkoristiti konkurenčno prednost in najti načine, da le-to na dolgi rok tudi ohrani. Uspešnost podjetja je odvisna od tega, kako hitro in učinkovito podjetje sprejema in uporablja informacije, ki jih pridobiva s pomočjo določenih kazalnikov. Izjemno pomembno je, da podjetje ne spremlja le finančnih kazalnikov, ampak se usmerja predvsem na tiste vidike, ki omogočajo podjetju doseganje konkurenčne prednosti. Eden izmed načinov takšnega spremljanja uspešnosti je tudi uravnoteženi sistem kazalnikov, ki spremlja uspešnost podjetja s pomočjo štirih vidikov: finančni vidik, vidik poslovanja s strankami, vidik notranjih poslovnih procesov ter vidik učenja in rasti. Predstavljeni model ni le merilni sistem uspešnosti podjetja, ampak daje celovit pregled nad učinkovitostjo poslovanja podjetja (na vseh ravneh odločanja v podjetju). Preden se podjetje odloči za uvedbo uravnoteženega sistema kazalnikov, mora jasno opredeliti vizijo, poslanstvo ter cilje podjetja. Na podlagi tega se oblikuje sistem izbranih kazalnikov iz že omenjenih štirih vidikov, ki je prilagojen potrebam posameznega podjetja. Ta daje poslovodstvu informacije, ali sledi zastavljeni strategiji ter ciljem, ali ne. V praktičnem delu diplomskega seminarja smo pričeli s projektom uvedbe uravnoteženega sistema kazalnikov v izbranem podjetju. Izbrali smo takšne kazalnike, ki so se nam po preučitvi dosedanjega stanja v podjetju zdeli najprimernejši in najbolj uporabni. Kazalniki bodo podjetju v pomoč, da se pravočasno odzovejo na morebitna odstopanja od želenega ter spremembe na trgu.
Keywords:uravnoteženi sistem kazalnikov, kazalniki, projekt, projektni management, poslanstvo, vizija, cilji podjetja, finančni vidik, vidik poslovanja s strankami, vidik notranjih poslovnih procesov, vidik učenja in rasti
Year of publishing:2010
Publisher:[A. Šumak]
Source:Celje
UDC:005.8
COBISS_ID:10540316 Link is opened in a new window
NUK URN:URN:SI:UM:DK:2GESR6XQ
Views:2019
Downloads:379
Metadata:XML RDF-CHPDL DC-XML DC-RDF
Categories:EPF
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Secondary language

Language:English
Title:APPLICATION OF BALANCED SCORECARD IN SELECTED COMPANY
Abstract:Nowadays for enterprises are very important that they know how to use competitive advantage and find different ways for their long-term maintaining, because of many unexpected changes and large competition. The success of enterprise is dependent on speed and efficiency of acceptation and usage of information which it gets with measures. It is very important that the enterprises do not watch just financial measures but also those points of view which bring a competitive advantage. The way of suchlike success measurement is also the balanced scorecard which includes four points of view: financial, customer, internal process, innovation and learning perspective. Presented model is not just a measurement system of enterprise success but it gives a complete review of business efficiency (on whole level of decision-making). Before the enterprises implemented this method, they must clearly define a vision, mission and goals. Based on that, we form system of selected measures (including all four points of view) which is adapted to needs of individual enterprise. Balanced scorecard gives information to top management if they follow the selected strategy. We began with project of introduction of balanced scorecard in selected company in our practical part of diploma seminar. We chose the measures which are the most suitable and applicable in our opinion. The measures will help the enterprise for timely respond to deviations and changes on market.
Keywords:balanced scorecard, measures, project, project management, mission, vision, goals, financial perspective, customer perspective, internal process perspective, innovation and learning perspective


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