खोजी परिणाम

This open access book highlights concepts discussed at two international conferences that brought together world-renowned scientists to advance the science of potassium (K) recommendations for crops. There was general agreement that the potassium recommendations currently in general use are oversimp... थप

This proceedings volume contains the invited and a selection of the contributed papers of the 8th International Workshop on Sulfur Metabolism in Higher Plants, which was held at Department of Forest and Ecosystem Science, University of Melbourne, Water Street, Creswick, Victoria 3363, Australia from... थप

Hester Lane, recently arrived in Victorian London, eagerly accepts a potentially dangerous assignment for a fashionable ladies' magazine.... थप

Pilgrims, sorcerers, thieves, nobles, scryers, glass-blowers, horse-leeches, wizards, beggars, merchants, priests . . . At Ithkar stands the Temple of the Three Lordly Ones, who vanished four hundred years ago. Now, once a year, the faithful come to pray for their return. With the faithful come ... थप

Drawing upon thirty-two years of extensive school work (including classroom teaching, school administrator, principal, District Curricula Director responsible for change, school psychologist, and Director of Special Education and presently teaching at the University of Wisconsin, La Crosse), the pri... थप

First published in 1918, Ernst Bertram's Nietzsche: Attempt at a Mythology substantially shaped the image of Nietzsche for the generation between the wars. It won the Nietzsche Society's first prize and was admired by luminous contemporaries including André Gide, Hermann Hesse, Gottfried Benn, and T... थप

This collection highlights the most important ideas and concepts from Robert S. Kaplan and David P. Norton, authors of The Balanced Scorecard, a revolutionary performance measurement system that allows organizations to quantify intangible assets such as people, information, and customer relationship... थप

An organization's strategy describes how it intends to create value for its shareholders, customers, and citizens. If an organization's intangible assets represent more than 75% of its value, then its strategy formulation and execution need to explicitly address the mobilization and alignment of int... थप

The Balanced Scorecard strategy map provides a framework to illustrate how strategy links intangible assets to value-creating processes. Building a strategy map forces an organization to clarify the logic of how it will create value and for whom. This chapter describes the principles involved in bui... थप

Operating processes produce and deliver goods and services to customers, and while operational excellence alone is not the basis of a sustainable strategy, managing operations remains a priority for all organizations. Without excellent operations, companies will find it difficult to execute strategi... थप

Customer management reflects much of what's new in modern business strategy. Whereas innovation and operations management processes remain important to strategic success, the evolution of computer and communications technology has shifted the balance of power from producers to customers. This chapte... थप

Sustaining competitive advantage requires that organizations continually innovate to create new products, services, and processes. Exceptional innovation capabilities determine industry leaders. This chapter identifies high-level objectives and associated measures for four innovation processes, incl... थप

Many companies today recognize that achieving excellence in environmental, safety, health, employment, and community practices are part of long-term, value-creating strategies. Companies that excel in critical regulatory and social processes can enhance their reputation among customers and investors... थप

The learning and growth perspective of the Balanced Scorecard highlights the role for aligning the organization's intangible assets to its strategy. The three components of intangible assets (human capital, information capital, and organization capital) must be aligned with the objectives for intern... थप

How do organizations develop a measure of human capital (HC) readiness? This measure represents the availability of employee skills, talent, and know-how to perform the internal processes critical to the strategy's success. This chapter introduces a framework that enables organizations to identify H... थप

Information capital is the raw material for creating value in the new economy. Information capital, consisting of systems, databases, libraries, and networks, makes information and knowledge available to the organization. This chapter focuses on evaluation of information capital based on strategic a... थप

To complement alignment of competencies and technologies, executives must also develop organization capital, defined as the ability of the organization to mobilize and sustain the process of change required to execute the strategy. Organization capital provides the capability for integration so that... थप

A well-constructed strategy map should show the interrelationships among the organization's internal processes and intangible assets that create sustainable competitive advantage. The value proposition in the customer perspective, the critical internal processes, and the intangible assets in the lea... थप

The strategy map by itself is simply a static representation of strategy, identifying the outcomes and the drivers of value creation. This chapter describes how adding three ingredients (quantity, defined time line, and select initiatives) transforms the strategy map into a dynamic management tool t... थप

This chapter documents three case studies of strategy maps in private-sector companies Northwestern Mutual, Media General, and Volvofinans. These organizations use the strategy map to clarify strategy at the execution level; communicate strategy to employees; align business units, departments, funct... थप

This chapter presents strategy maps for several public-sector organizations, including the Royal Canadian Mounted Police, the United Kingdom Ministry of Defense, and the Fulton County School Systems. These case studies provide examples of how to build a comprehensive, integrated visual representatio... थप

Nonprofit organizations strive to deliver mission outcomes, not superior financial performance. So even more than for-profit companies, these organizations need a comprehensive system of nonfinancial and financial measures to motivate and evaluate their performance. This chapter examines the strateg... थप

Relying on case studies and evidence gathered from over 200 companies, the authors of "The Balanced Scorecard," show how strategy-focused organizations have used The Balanced Scorecard to place strategy at the center of their management processes, focusing and aligning their executive teams, busines... थप

Beginning in 1994, Mobil launched its Balanced Scorecard initiative, transforming what had been an underperforming organization that was inwardly focused, bureaucratic, and inefficient into the leader in its industry. This chapter examines the case of Mobil NAM&R, illustrating how putting the five p... थप

Balanced Scorecard strategy maps help organizations see their strategies in a cohesive, integrated, and systematic way, overcoming the limitations of purely financial measurement systems by clearly portraying the value-creating processes and critical roles for intangible assets. This chapter introdu... थप