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Pagina 143
The scorecard balances traditional financial measures with operational ones ,
and makes the company strategy visible at all organizational levels . The
Balanced Scorecard ( BSC ) has four perspectives for strategic objectives : the
financial ...
The scorecard balances traditional financial measures with operational ones ,
and makes the company strategy visible at all organizational levels . The
Balanced Scorecard ( BSC ) has four perspectives for strategic objectives : the
financial ...
Pagina 234
Service Quality Measures and Key Determinants . the fault lies in poor measures
of satisfaction . The extracted factors seem - - at least on loose interpretation - - to
make some sense . Table 3 shows the relationships between the satisfaction ...
Service Quality Measures and Key Determinants . the fault lies in poor measures
of satisfaction . The extracted factors seem - - at least on loose interpretation - - to
make some sense . Table 3 shows the relationships between the satisfaction ...
Pagina 251
The scorecard at that time was to minimize information overload and link
performance measures . Most importantly , by examining the above four
perspectives it was to provide a " balanced ” view of where the enterprise is and
where it might ...
The scorecard at that time was to minimize information overload and link
performance measures . Most importantly , by examining the above four
perspectives it was to provide a " balanced ” view of where the enterprise is and
where it might ...
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Inhoudsopgave
Management of Technology | 1 |
Evidence | 7 |
Multisensor Optoelectronics System | 15 |
Copyright | |
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activities allow analysis application approach areas associated benefits client communication companies competitive complete concept considered corporate cost create culture cycle decision defined described detailed determine economic effective Engineering enterprise environment example existing expected experience factors firms focus function goals ideas identified implementation important improvement increase individual industry information system initial innovation integration interaction internal investment involved issues Italy knowledge learning manufacturing means measures method Object operations organization organizational performance planning positive possible practices present problems product development requirements responsibility Review role sharing shows specific stage strategy structure success suppliers Table task technical understanding units University variables