對推平衡計分卡展開之研究-以醫院經營作業為例-
碩士 === 國立臺灣大學 === 商學研究所 === 90 === Abstract In the past few years, people paid more and more attention to researches about performance management. They’ve tried to figure out which one of the performance evaluation theories would best fit in with a specific organization. So did the resea...
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| Format: | Others |
| Language: | zh-TW |
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2002
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| Online Access: | http://ndltd.ncl.edu.tw/handle/41279703426699606911 |
| Summary: | 碩士 === 國立臺灣大學 === 商學研究所 === 90 === Abstract
In the past few years, people paid more and more attention to researches about performance management. They’ve tried to figure out which one of the performance evaluation theories would best fit in with a specific organization. So did the researches about balanced scorecard.
What the Balanced Scorecard(BSC) contributes is the thought that one organization should implement their performance management system and why the performance management system should based on the their original strategies. As a strategic-executive tool, the most critical problem BSC faced is how to carry it into execution, instead of being a slogan again.
This research wants to find a executive model of BAC. Through tracking references and case studies, this research provides steps of BAC implementations and related practical principals one should pay attention to while implementing a balanced scorecard-based performance management system.
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