Balanced Scorecard Development and Implementation in IOE Compared With IIT
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Balanced Scorecard development and implementation in IOE
Lekhnath Khanal(065/BCT/506)Ramesh Kumar Karn(065/BCT/532)
Sanjaya Pandey (065/BCT/539)
BSC in IOE (present scenario)Currently, they have not implemented the BSC
in IOE.To make IOE comparable to Indian Institute of
Technology(IIT) and other institutions and improve education system, it is almost necessary to implement BSC in IOE.
Balanced Scorecard is needed in IOE for implementing the Engineering Distance Learning programs so that many other students far and wide can learn Engineering being associated with IOE.
Conted…There should be implemented BSC in
Management levelAcademic level Examination board
In the management level, there is a large hierarchy. No sufficient information is given to the lower management level.
A Balanced Scorecard is both a Tool and a Process
The Tool:
The Scorecard reports all key drivers of our strategic success. It lets us know if performance in each critical area is at the level we expect.
The Process:
The Scorecard is the centerpiece of the month-end review process. It is also used with the extended management team, employees, and Board to educate them on key performance issues.
Balance scorecard
About IITThe Indian Institutes of Technology (IITs) are
a group of autonomous engineering and technology-oriented institutes of higher education.
The IITs are governed by the Institutes of Technology Act, 1961 which has declared them as “institutions of national importance”, and lays down their powers, duties, framework for governance etc.
Organizational structure of IIT
Number of conference organized by IIT.
Projects of IIT
Research by IIT
Revenue collection by IIT
IOE needs:Information sharing among different
organization levels.Interdepartmental information shearing Information sharing in different management
levelInformation sharing between examination
board and college. Due to the authority privilege its difficult to
share the information between the different level.
IOE should have:To Build balanced scorecardImplement HR scorecardUnderstand HR valueMeasure development and benchmarkingQuality management
Building a Balanced Scorecard
Thinking in terms of processThe Process of building a Balanced ScorecardCases from different industriesImportant Issues in the Building ProcessScorecards as management controlMeasures and their causal relationsThe enabling role of Information Technology
The Concept of Balanced ScorecardBasic Design of a Balanced Scorecard
Performance SystemWhy a Balanced Scorecard?The Balanced Scorecard - Strategic Control
Relationship of Balanced Scorecard to other Concepts
Understanding the reason for implementing the HR Scorecard
Measuring HR effectiveness - HR scorecard design
The HR scorecard –consists of:Values based HR metricsHR outcome measures that focus on business
outcomesOperational HR metrics that focus on
efficienciesHR analytics that focus on workforce data
Understanding the Business context of HRWhat are the value drivers of the business
(units)?What is HR’s value proposition to the business?Where are HR’s biggest value points?Where is HR’s contribution recognized – by
senior management, the line, employees, HR itself and/or investors?
What does the HR function currently measure?Are the metrics activity driven or value driven?What human capital metrics are included in the
general business reporting?
Defining The HR Value
The value of the HR function to the businessThe value of HR processes as practiced
throughout the organization, The quantification of people value to the
organization, and their input to strategic decision-making.
Benchmarking The integrated role of effective benchmarking Benchmarking as a key to setting goals for
critical measures The role of surveys for measures / results
validation Defining the dimensions of "the critical few"
measures
Implementing a Balanced Scorecard ApproachSystems thinking and applicationSystems and IT Solutions for ScorecardsTowards a Learning OrganizationUsing Scorecards to Inform Outside Parties
Information Technology and the effects on ManagersInformation as a common resourceThe changing Management roleBenefits of information technology in the
workplacePerformance Improvement Framework
Balanced Scorecard and Quality ManagementCost of qualityEfficiency and/or EffectivenessReconciling quality with cost containmentSimilarity and differences between Balanced
Scorecard, BPR and TQMThe contribution of each to the organisation
Customer relationship management problema widely implemented model for managing a
company’s interactions with customers clients, and sales prospects.
It involves using technology to organize, automate, and synchronize business processes.
The overall goals are to find, attract, and win new clients.
describes a company-wide business strategy including customer-interface departments as well as other departments.
Purpose of CRM“The focus [of CRM] is on creating value for
the customer and the company over the longer term” .
When customers value the customer service that they receive from suppliers, they are less likely to look to alternative suppliers for their needs .
CRM enables organizations to gain ‘competitive advantage’ over competitors that supply similar products or services.
Why is CRM important?Building relationship between customer and
organizational.“The adoption of C.R.M. is being fuelled by a
recognition that long-term relationships with customers are one of the most important assets of an organization”.
What does CRM involve?CRM involves the following :
Organizations must become customer focusedOrganizations must be prepared to adapt so
that it take customer needs into account and delivers them
Market research must be undertaken to assess customer needs and satisfaction
Information Technology and CRMTechnology plays a pivotal role in CRM. Technological approaches involving the use of
databases, data mining and one-to-one marketing can assist organisations to increase customer value and their own profitability.
This type of technology can be used to keep a record of customers names and contact details in addition to their history of buying products or using services.
This information can be used to target customers in a personalised way and offer them services to meet their specific needs.
Benefits of CRMBenefits of CRM include :
reduced costs, because the right things are being done (ie., effective and efficient operation)
increased customer satisfaction, because they are getting exactly what they want (ie. meeting and exceeding expectations)
ensuring that the focus of the organisation is external growth in numbers of customers maximisation of opportunities (eg. increased services,
referrals, etc.) increased access to a source of market and
competitor information highlighting poor operational processes long term profitability and sustainability
Thanks