The Balanced Scorecard: Translating Strategy Into Action (Record no. 10745)

MARC details
000 -LEADER
fixed length control field 00395nam a22001337a 4500
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 170202b xxu||||| |||| 00| 0 eng d
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number 9780875846514
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER
Edition number 1
Classification number 658.4012
Item number 7478
100 ## - MAIN ENTRY--PERSONAL NAME
9 (RLIN) 1724
Personal name Kaplan
245 ## - TITLE STATEMENT
Title The Balanced Scorecard: Translating Strategy Into Action
Medium ENGLISH
260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT)
Name of publisher, distributor, etc Harvard Business Review Press
Date of publication, distribution, etc 1996
300 ## - PHYSICAL DESCRIPTION
Extent THICK,HARD COVER
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Source of classification or shelving scheme Dewey Decimal Classification
Item type Books
Holdings
Withdrawn status Lost status Source of classification or shelving scheme Damaged status Not for loan Collection code Home library Current library Shelving location Date acquired Total Checkouts Full call number Barcode Date last seen Date last borrowed Copy number Price effective from Koha item type Public note Cost, normal purchase price Cost, replacement price
    Dewey Decimal Classification     Non-fiction eps-library eps-library General Stacks 02/02/2017 2 658.4012 7478 7478 11/17/2020 11/17/2020 1 02/02/2017 Books The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard-financial measures, customer knowledge, internal business processes, and learning and growth-offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. In the first part, Kaplan and Norton provide the theoretical foundations for the Balanced Scorecard; in the second part, they describe the steps organizations must take to build their own Scorecards; and, finally, they discuss how the Balanced Scorecard can be used as a driver of change.    
    Dewey Decimal Classification     Non-fiction eps-library eps-library General Stacks 02/02/2017 3 658.4012 7478 7479 08/17/2019 08/17/2019 1 02/02/2017 Books The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard-financial measures, customer knowledge, internal business processes, and learning and growth-offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. In the first part, Kaplan and Norton provide the theoretical foundations for the Balanced Scorecard; in the second part, they describe the steps organizations must take to build their own Scorecards; and, finally, they discuss how the Balanced Scorecard can be used as a driver of change.    
    Dewey Decimal Classification     Non-fiction eps-library eps-library General Stacks 02/02/2017 5 658.4012 7478 7480 08/17/2019 08/17/2019 1 02/02/2017 Books The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard-financial measures, customer knowledge, internal business processes, and learning and growth-offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. In the first part, Kaplan and Norton provide the theoretical foundations for the Balanced Scorecard; in the second part, they describe the steps organizations must take to build their own Scorecards; and, finally, they discuss how the Balanced Scorecard can be used as a driver of change.    
    Dewey Decimal Classification     Non-fiction eps-library eps-library General Stacks 02/08/2017 2 658.4012 7511 7511 02/25/2022 10/23/2021 4 02/08/2017 Books The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard-financial measures, customer knowledge, internal business processes, and learning and growth-offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. In the first part, Kaplan and Norton provide the theoretical foundations for the Balanced Scorecard; in the second part, they describe the steps organizations must take to build their own Scorecards; and, finally, they discuss how the Balanced Scorecard can be used as a driver of change. 1009.00 1009.00