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TVET performance management system and implication cases

Related Document
Frame of Image troduction to BSC
1. BSC system: fundamental notions
A. Balanced Scorecard (BSC)
• A strategy performance management tool developed by Robert Kaplan and David Norton of Harvard University in 1992
• With a motto “Non-measurable, not improvable”, BSC suggests methods of strategic management based on measurable indicators.
• Numerous non-profit, non-governmental organizations as well as public institutions, including U. S. central governmental organizations, World Bank, and IMF, have used BSC. •Strengths of BSC Solutions to cope with increasing importance of: a. Management strategy due to rapid change of management environment b. Intangible assets in formation-oriented, knowledge-based society c. Performance added to existing strategy establishing theory d. Having four basic perspectives; aiming for both strategic management and performance management
3
Chapter 1. Introduction to BSC
1. BSC system: fundamental notions
Mission – Organization’s core purpose Vision- Goals, aims, and objectives within time frame Perspective – Toward source of the organization’s core value Performance objective – To achieve strategic goal Performance indicator – To measure outcome to evaluate success
Design
Initiative – tools and means to achieve goals
Implementation
4
Chapter 1. Introduction to BSC
1. BSC system: fundamental notions
BSC reflects on both quantitative and qualitative factors
How the processes are aligned to the strategy and goal of an organization
Customer
Select metrics that measures


Full Text
Title TVET performance management system and implication cases
Similar Titles
Material Type Proceedings
Author(English)

Kim, Young-Saing

Author(Korean)

김영생

Publisher

[Seoul]:Korea Research Institute for Vocational Education & Training

Date 2013-06
Pages 69
Subject Country South Korea(Asia and Pacific)
Language English
File Type Documents
Original Format pdf
Subject Social Development < Education
Holding KDI School