Using Megaplanning in CSO Projects— Bringing Social Sectors Together for Measurable and Sustainable Social Impact

ABSTRACT Civil Society Organizations (CSO) can improve their effectiveness and add measurable value to society by using a megaplanning approach as the guiding criteria for their organizational planning. This article shows how Asociación Conciencia, a leading Argentinean CSO, has used megaplanning to clarify its vision, mission, align its goals and programs and update its mission and programs over more than twenty years of critical social changes in Argentina.     

现代绩效管理体系的建立

论述了绩效管理的重要性.指出它是企业促进战略目标实现的一种重要手段,对加强企业管理的计划性,提高管理者的管理水平,建立员工自我管理的能力等方面都具有重要作用.认为目前我国企业绩效管理中存在着诸多问题,建立现代绩效管理体系迫在眉睫.建议企业应尽快明确企业绩效管理目标,逐步完善绩效管理指标,建立健全绩效面谈和绩效申诉制度,充分利用“德能勤绩”考核法、360度绩效反馈考核、目标管理、平衡计分卡考核、PDCA循环绩效管理考核等绩效管理工具,提升企业绩效管理水平.     

基于BSC的企业战略业绩评价研究——以W通信股份有限公司为例

本文通过介绍W通信公司竞争战略以及为实现战略目标构建的基于平衡计分卡的战略业绩评价体系实际案例,分析个案在战略业绩评价指标设置上存在的主要问题,最后根据平衡计分卡原理和战略目标对战略业绩评价指标提出改进建议。     

Achieving accurate metrics using balanced scorecards and dashboards

The balanced scorecard was developed to align business practices with the overall strategy of an organization and to monitor performance. A dashboard is a computer interface designed to receive and manipulate data from the various departments within a company to present comprehensive information to decision makers. The balanced scorecard, when combined with the dashboard, provides a way for organizations to determine strategy and evaluate performance.     

通过3Q大战看现代商业竞争的基础

在激烈竞争的商场上,竞争是恒久的话题。为了获得竞争胜利,各种战略的开发和运用也是源源不绝。企业界的现实是,竞争在各企业管理者的战略决策中被放在一个越来越重要的考虑位置上。然而这种竞争导向的决策思维却在很多时候影响到对消费者的利益的考量。通过对社会热点事件———腾讯QQ与奇虎360的商业战争进行分析,可知背离消费者利益的商业竞争是没有意义的,既伤害了消费者,也不会为企业带来持续性的优势。企业的竞争行为应该建立在对于消费者利益的充分考虑的基础上。     

Pandemic,a catalyst for change: Strategic planning for digital education in English secondary schools,before during and post Covid

Following lockdowns in 2020 owing to Covid-19, schools needed to find a way to ensure the education of their pupils. In order to do this, they engaged in digital learning, to varying extents. Innovations emanated from all school staff including, for example, teachers, leaders and teaching assistants. Some were already innovating in this area and brought forward and implemented digital strategies, while others engaged with digital learning for the first time. While research is emerging about the effects of the pandemic restrictions on pupils and staff in relation to key issues such as mental health and educational attainment, very little is known about the impact on school leaders' strategic planning processes. To address this gap, this paper draws on a UK Research and Innovation funded study adopting a strategy as learning approach to report on 50 qualitative interviews with school leaders to examine digital strategy in English secondary schools, before, during and after July 2021, when restrictions were lifted in England. It draws on strategy as learning literature to evaluate if schools have changed their strategic planning for digital learning, as a direct response to having learned and innovated during the pandemic. The paper concludes that there is evidence that digital innovations during the pandemic have changed the ways in which leaders think about their digital strategy, thus supporting a strategy as learning approach. However it also concludes that although there is ample evidence that the pandemic has changed the way many schools view digital learning, for some schools, there remain persistent barriers to digital integration and planning. These emanate both from material and cultural considerations, as well as leader vision and belief in digital learning.     

Developing and executing strategy: Using the balanced scorecard for alignment and accountability

The balanced scorecard is a strategic performance management system that charts the course and evaluates the strategic goals of an organization. Practitioners in the field of performance improvement are results focused, with efforts purposefully channeled toward achievement of successful outcomes for their clients. Using a systematic and systemic approach, performance improvement practitioners are uniquely qualified to guide their practice using a balanced scorecard as a tool toward achieving measurable and results‐focused objectives.     

绩效考评与平衡计分卡

平衡计分卡作为战略绩效管理及评价工具,强调从财务、客户、内部流程以及学习与成长四个不同视角来衡量一个企业,四项指标的驱动关系有效地保证了组织战略的实现。平衡积分卡产生于西方完全市场化经济环境下,在中国的实施中受到了一定的限制。分步走,即先在组织或战略层面,然后在员工层面实施,是BSC的应用思路。作者的建议是将边际思想与平衡计分卡相结合,即边际平衡计分卡。BSC的发展趋势是个性化、个体化与复合型。它的有效实施还赖于充分的沟通。     

从平衡计分卡谈中国企业业绩评价体系的优化

在新经济迅速发展、信息技术日益完善的今天,建立一套动态的符合企业竞争环境要求的公司绩效评价体系对公司的发展显得尤为重要。对平衡计分卡、国有资本金效绩评价体系分别进行了探讨,并对借鉴平衡计分卡以完善中国企业的业绩评价体系提出了具体的建议。     

战略导向的商业银行经营绩效评价体系构建

以战略管理视角,运用平衡计分卡的方法,从财务、客户、内部业务流程和学习与成长四个维度将商业银行战略目标层层分解,并根据各维度具体战略目标,结合商业银行业务特点筛选出各维度关键绩效指标,并应用层次分析法确定每个关键绩效指标的权重,构建出商业银行绩效评价体系。     

商学教育国际认证体系与我国商学一流学科建设的路径选择

商学教育国际认证主要有美国的AACSB认证、英国的AMBA认证和欧洲管理发展基金会的EQUIS认证。目前,我国仅有少数研究型大学和理工类院校商学院通过了有关国际认证。建设一流商学院和一流商学学科,需要根据院校类型和商学院综合实力,科学制定商学国际认证的战略规划与制度安排,选择相应且比较适合的国际认证体系。借助商学国际认证的管理机制与制度平台,商学院可逐步确立和明晰商学教育的使命与愿景,推动招生策略的改变并构建社会媒体合作机制,以便从根本上提升商学教育质量。     

Where we are headed—and why: A step-by-step guide to strategic planning in center-based child care

Having a vision for the future is an essential, yet elusive, part of day care management. For busy administrators, planning for the years ahead is often a low priority due to the day-to-day emergencies which take precedent. However, this can be accomplished in an effective manner through the process of strategic planning. Unlike long-term planning, completed by a few administrators in isolation and based on current trends, strategic planning allows all those involved in the child care center—board members, director, staff, volunteers, and parents—to participate in the process of constructing a future for the child care center based on current realities as well as their hopes and dreams. Once it is written, a guide is established which provides direction for future activities for the center. This article offers a step-by-step guide to the development of a strategic plan.     

Organizational planning and policy analysis: Combining theory with experiential learning

Planning is vital to the continued effectiveness of educational institutions. The course described in this paper succeeds in combining two crucial elements of a student's comprehension of the planning process: first, an overview of the strategic planning literature provides a theoretical underpinning; then, an experiential planning exercise reinforces and extends the student's appreciation for this complex process. This course focuses on the alternative futures approach to planning. This approach has the added benefits of linking a study of relevant developments in the real world, through the planning process, with strategy formulation for the simulated institution.He obtained his Ph.D. at the Florida State University in 1969. His research, writing, and teaching activities focus on using futures research methods in planning and policy analysis. David M. Brock is a doctoral student in higher education and a lecturer in business at North Carolina State University. His teaching and research activities focus on the areas of business strategy, consumer behavior, and applications of corporate strategic principles to colleges and universities.     

Influence of firm size on the competencies required to management engineers in the Jordanian telecommunications sector

The objective of this study is to identify the competencies required to achieve success in the transition from higher education to the labour market based on the perceptions of employers. This paper analyses the assessments made by a group of engineering company employers. An item-battery of 20 competencies was grouped into 3 dimensions by using factor analysis. Subsequently, respondents’ scores were also clustered into three groups and characterised through contingency tables. The competencies demanded by employers were grouped into business and finance, problem-solving and strategic planning. Significant differences were found between responses from employers working in medium and small companies, who placed more importance on competencies related to problem-solving and strategic planning, and employers in big companies, who were more concerned about the difficulties of finding well-trained graduates. The findings from this paper have important implications for research in the areas of higher education and organisations that usually employ graduate engineers.     

美国大学开展战略规划的经验及启示

20世纪80年代以来,战略规划已经成为美国大学实施战略管理的重要工作。美国大学的战略规划关注环境扫描、校情分析,规划决策过程的开放参与性高,战略实施具有明确的战略重点、行动策略和评估标准,这些特点有利于大学应对社会变迁带来的挑战,也进一步巩固了美国大学在国际竞争中的优势地位。借鉴美国大学战略规划的成功经验,可为我国在创建世界一流大学过程中实施战略管理提供有益的启示。     

企业文化创新模式研究

阐述了企业化的含义及基本特征,论述了企业化对企业的贡献,指出企业化创新应确立正确的经营理念,确定正确的愿景与战略使命,建立CEO价值观,建造“融合网”。企业化创新是一种制度创新,对企业经营管理具有先导作用。     

The strategic evaluation of regional development in higher education

The study analyses the role of regional development in higher education using the approach of the balanced scorecard, which provides a framework for organizations to describe and communicate their strategy. It turns out that the balanced scorecard is not only an approach for implementing the strategy, but it also provides a general framework for evaluating the strategy from the different perspectives. The study presents examples where the new evaluation approach has been used to analyse the national educational policy of regional development, regional strategies of higher education institutions and their cooperation. According to the results of the study, cooperation between higher education institutions is most important from the perspectives of learning and regional development.     

Analysis on How does the Culture Conflicts Influence Business Negotiation and Foreign Investment in China

Culture is a distinguishing feature of a nation. Usually we divide culture into eastern and western categories. As the representative of eastern and western culture, China and America have a lot of incongruities in terms of cultural values which have deep influences on international business negotiation. This thesis aims to analyze the main cultural differences of the target countries on five processes of cross-cultural business negotiation. After a general view of these theories Ⅰ suggest some negotiating strategies and tactics to solve Sino-US cultural conflict appearing on the negotiating table. And with a real business invest case happened between US company of Intel and Dalian of China.     

Making sense of and with mathematics: the interface between academic mathematics and mathematics in practice

This article summarises what we can learn from research into workplace practice and vocational preparation to inform the design of mathematics education curricula for learners in general education undertaking compulsory schooling. Key findings about workplace practices are identified and explicated through the report of a case study from research in which researchers, students, teachers and workers explored workplace and mathematical practices together. Further to this, issues of learning and personal development are considered and explored from a point of view that sees learning as practice (doing) and identity development (becoming). This leads to a proposal for principles that provide a strategic vision for curriculum design. A potential approach to tactical design that facilitates curriculum structuring is illustrated in the particular instance of understanding developing measures as a modelling activity. Overall, the exercise, whilst providing some insight into possible ways forward in curriculum development, also suggests areas that require further research and development.     

Strategic process in universities: methodology development and information systems support

This paper aims to stress the potential use of executive support systems (ESS) in the formulation of university objectives and strategies. A strategic planning methodology based on different university experiences is proposed, along with an ESS that we have designed and developed to support the strategic process. We present the methodology and show how to put it into practice by using our application. Finally, we discuss some results obtained at the University of Las Palmas de Gran Canaria, as well as the major obstacles and resistance raised both to the strategic planning and to the computerization of the process