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Pregled bibliografske jedinice broj: 371831

The Balanced Scorecard vs. EFQM Excellence model: a performance management perspective


Vukomanović, Mladen; Radujković, Mladen; Burcar, Ivana
The Balanced Scorecard vs. EFQM Excellence model: a performance management perspective // Proceedings: Project Management to Run, IPMA ROME 2008 / Mori, Roberto (ur.).
Rome: ITALIAN PROJECT MANAGEMENT ACADEMY, 2008. str. 255-265 (poster, međunarodna recenzija, cjeloviti rad (in extenso), znanstveni)


Naslov
The Balanced Scorecard vs. EFQM Excellence model: a performance management perspective

Autori
Vukomanović, Mladen ; Radujković, Mladen ; Burcar, Ivana

Vrsta, podvrsta i kategorija rada
Radovi u zbornicima skupova, cjeloviti rad (in extenso), znanstveni

Izvornik
Proceedings: Project Management to Run, IPMA ROME 2008 / Mori, Roberto - Rome : ITALIAN PROJECT MANAGEMENT ACADEMY, 2008, 255-265

Skup
Project management to run, IPMA World Congress 2008

Mjesto i datum
Rim, Italija, 9-11.11.2008

Vrsta sudjelovanja
Poster

Vrsta recenzije
Međunarodna recenzija

Ključne riječi
BSC; EFQM; performance management; theoretical framework; strengths; weaknesses

Sažetak
Projects are constantly disappointing their stakeholders and thus organization are constantly delivering poor performance. It is evident that in the world of competitive, economic, political and technological pressures, a company must constantly align its position on the market. Present performance models, like The Balanced Scorecard and EFQM Excellence model, although very popular, showed low applicability in such situations. This paper brings these two models on opposite sides and discusses their strengths and weaknesses regarding a design of efficient and effective performance management model. It suggests a symbiotic relationship where The Balanced Scorecard and EFQM Excellence model are combined and put together in action. BSC showed its applicability in strategy implementation based on diagnostic and interactive control, where EFQM showed doubts, but showed high efficiency in strategic control based on self-assessment techniques. The paper concludes that in order for a company to: implement full strategic control, connection with the environment and enabled benchmarking ; the use of just one system is not sufficient. Organization must seize the strengths of both models and join them together, in order to efficiently and effectively manage performance.

Izvorni jezik
Engleski

Znanstvena područja
Građevinarstvo



POVEZANOST RADA


Projekt / tema
082-0822156-2993 - Upravljanje rizikom i promjenama u projektno usmjerenom građevinskom poslovanju (Mladen Radujković, )

Ustanove
Građevinski fakultet, Zagreb