TY  - BOOK
AU  - Niven,Paul R.
TI  - Balanced scorecard step-by-step for government and nonprofit agencies
SN  - 9781119197287
AV  - JF1525.T67 N58 2008eb
U1  - 352.3/57 22
PY  - 2008///
CY  - Hoboken, N.J.
PB  - J. Wiley & Sons
KW  - Total quality management in government
KW  - Administrative agencies
KW  - Management
KW  - Evaluation
KW  - Nonprofit organizations
KW  - Benchmarking (Management)
KW  - Performance standards
KW  - Organizational effectiveness
KW  - Measurement
KW  - Benchmarking
KW  - Qualit�e totale dans l'administration publique
KW  - Administration publique
KW  - Gestion
KW  - �Evaluation
KW  - Associations sans but lucratif
KW  - �Etalonnage concurrentiel
KW  - Rendement au travail
KW  - Normes
KW  - Efficacit�e organisationnelle
KW  - Mesure
KW  - POLITICAL SCIENCE
KW  - Public Affairs & Administration
KW  - bisacsh
KW  - eclas
KW  - Organisations non lucratives
KW  - Analyse co�ut-efficacit�e
KW  - Contr�ole de qualit�e
KW  - fast
KW  - Balanced Scorecard
KW  - gnd
KW  - Nonprofit-Bereich
KW  - sao
KW  - Kvalitetskontroll
KW  - Resultatanalys
KW  - Tj�anstekvalitet
KW  - dissertations
KW  - aat
KW  - Academic theses
KW  - lcgft
KW  - Th�eses et �ecrits acad�emiques
KW  - rvmgf
N1  - Includes bibliographical references and index; Introduction to the balanced scorecard -- Adapting the balanced scorecard to fit the public and nonprofit sectors -- Before you begin -- Training and communication planning for balanced scorecard success -- Mission, values, and vision -- Strategy : the core of every balanced scorecard -- Strategy maps -- Performance measures, targets, and initiatives -- Creating alignment by cascading the balanced scorecard -- Linking resource allocation to the balanced scorecard -- Reporting results -- The City of Charlotte : a balanced scorecard success story -- Sustaining balanced scorecard success
N2  - "The Balanced Scorecard has risen to the performance measurement challenge of the private sector and is equally well-equipped to facilitate a rapid and dramatic transition of twenty-first-century nonprofit and public organizations."--Chapter Two. The emphasis today on demonstrated organizational performance is not limited to private-sector corporations. Public and nonprofit agencies are also finding that, as financial resources decrease and demand for results increases, they too must institute performance goals along with programs and processes that consistently progress toward
UR  - https://onlinelibrary.wiley.com/doi/book/10.1002/9781119197287
ER  -