Evaluating the Organizational development in ODL by BSC Model
•Descargar como PPTX, PDF•
8 recomendaciones•2,979 vistas
My speech outlines cover the following concepts: ODL, Organization, Organizational Structure, The balnced scorecard, Stakeholders, Scorecard, Performance
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (20)
Destacado
Destacado (20)
Similar a Evaluating the Organizational development in ODL by BSC Model
Similar a Evaluating the Organizational development in ODL by BSC Model (20)
Más de Shahram Honarmayeh
Más de Shahram Honarmayeh (17)
Evaluating the Organizational development in ODL by BSC Model
- 1. Evaluatingthe Organizational development in ODL Shahram Honarmayeh The 23rd AAOU Annual Conference
- 2. Contents What is the core structure of an ODL system? What is an Organization? Organizational Structure The Balanced Scorecard Stakeholders and the Enterprise Managing Performance with Balanced Scorecard Corporate and Division Scorecard Key performance indicators What is the concept of Performance?
- 3. What is the ODL? Open Distance Learning open learning (learning with no or minimum barriers with respect to age, gender or time constraints and with recognition of prior learning), distance education (for learners who are separated mostly by time and space from those who are teaching or training), flexible learning (learning opportunities that can be accessed at any place and time), online learning and e-learning, virtual education (involving multimedia and a high level of interaction among learners, content, teacher, peers and administration, both synchronously and asynchronously).
- 5. controls its own performance
- 7. ODL Organization’s simple Structure
- 9. Key Model The Balanced Scorecard Balanced Scorecard is a management tool that provides stakeholders with a comprehensive measure of how the organization is progressing towards the achievement of its strategic goals.
- 13. Balances short and long-term measures
- 14. Balances performance drivers (leading indicators) with outcome measures (lagging indicators)
- 16. Learning & Growth Perspective Learning & Growth Perspective To achieve our vision, how must our organization learn and improve?
- 17. Internal Business Perspective Internal Perspective To satisfy our customers, which processes must we excel at? Learning & Growth Perspective To achieve our vision, how must our organization learn and improve?
- 18. Customer Perspective Customer Perspective To achieve our vision, how must we look to our customers? Internal Perspective To satisfy our customers, which processes must we excel at? Learning & Growth Perspective To achieve our vision, how must our organization learn and improve?
- 19. Financial Perspective Financial Perspective If we succeed, how will we look to our shareholders? Customer Perspective To achieve our vision, how must we look to our customers? Internal Perspective To satisfy our customers, which processes must we excel at? Learning & Growth Perspective To achieve our vision, how must our organization learn and improve?
- 20. Corporate and Division Scorecard Corporate Finance Financial Corporate Marketing Customer Production Supply Chain R & D Internal Process Learning & Growth Corporate HR Info Technology
- 21. Page 18 Key performance indicators Key Performance Indicators (KPI) are financial and non-financial measures or metrics used to help an organization define and evaluate how successful it is, typically in terms of making progress towards its long-term organizational goals
- 22. Page 19 Objectives, Measures, Targets, and Initiatives
- 23. Strategy and Balanced Scorecard Mission Why We Exist Why We Exist? Vision What We Want to Be What We Want to Be? Values What’s Important to Us What’s Important to Us ?
- 24. Strategy and Balanced Scorecard Mission Why We Exist Vision What We Want to Be Strategy Our Game Plan Values What’s Important to Us
- 25. Strategy and Balanced Scorecard Mission Why We Exist Strategy Map Translate the Strategy Vision What We Want to Be Strategy Our Game Plan Balanced ScorecardMeasure and Focus Values What’s Important to Us
- 26. Strategy and Balanced Scorecard Mission Why We Exist Strategic Outcomes Strategy Map Translate the Strategy Satisfied Shareholders Vision What We Want to Be Strategy Our Game Plan Delighted Customers Balanced ScorecardMeasure and Focus Excellent Processes Values What’s Important to Us Motivated Workforce
- 27. Strategy Map Framework Long-term Shareholder Value Cost Efficiency Revenue Growth Financial Price Availability Brand Service Quality Customer Regulatory and Social Processes Operations Management Processes Customer Management Processes Innovation Processes Internal Process Learning & Growth Human Capital Organization Capital Information Capital
- 28. Balanced Scorecard strategy map Templates Human Resource Information Technology Finance Marketing
- 29. Strategy Map Template Enhance Long-term Shareholder Value Improve Cost Efficiency Increase Revenue Growth Financial Enhance Brand Image Build High Performance Products Expand Market Share Customer Drive Demand through Customer Relation Management Achieve Operational Excellence Implement Good Environmental Policy Manage Dramatic Growth through Innovation Internal Process Learning & Growth Develop Strategic Competencies Build Learning Culture Expand Capabilities with Technology
- 30. HR Strategy Map Template Drive Long term Shareholder Value Enhance People & Organizational Effectiveness Optimize HR Efficiency Financial Create Positive Work Environment Provide Quality HR Service Provide High Performance People Customer Achieve HR Process Excellence Build Strategic Employee Competencies Drive Organizational Performance HR Internal Process Learning & Growth Develop Strategic & Functional HR Competencies Enhance Technology for HR Create Climate for HR Action
- 31. IT Strategy Map Template Drive Long term Shareholder Value Enhance IT Impact on Enterprise Outcome Optimize IT Efficiency Financial Deliver Consistent, High Quality IT Service Provide Business Units with Innovative IT Solutions Customer Maintain a Reliable IT Infrastructure Develop Effective Decision Support System Propose and Deliver Transformational Applications IT Internal Process Learning & Growth Develop Strategic & Functional IT Competencies Enhance IT Tools that Enhance the IT Function Promote Customer-focused Culture
- 32. Finance Strategy Map Template Drive Long term Shareholder Value Enhance Finance Effectiveness on Enterprise Outcome Optimize Financial Efficiency Financial Deliver Responsive & Efficient Finance Operations Provide Clear & Reliable Required Disclosure Customer Develop Financial Information to Improve Decision Making Ensure Compliance with Regulatory Requirements Achieve Finance Process Excellence Finance Internal Process Learning & Growth Develop Strategic & Functional Finance Competencies Use Technology to Improve Financial Information Delivery Promote Customer-focused Culture
- 33. Marketing Strategy Map Template Drive Long term Shareholder Value Increase Sales Revenue Optimize Marketing Efficiency Financial Create Satisfied and Loyal Customers Enhance Brand Image Customer Develop Innovative Marketing Communication Program Develop Marketing Business Intelligence Accelerate New Product Development Ideas Develop Effective Customer Relation Management Internal Process Learning & Growth Develop Strategic & Functional Marketing Competencies Enhance Technology for Marketing Foster Creative Thinking & Innovative Solutions
- 34. What is the concept of Performance? How do we succeed to use the resources to doing something successfully
- 35. Performance Management Framework Vision Mission Strategy Strategy Map Key Performance Indicators Institutional strategy Identifying Defining Measuring Monitoring Reporting
- 36. END Contact me: Shahram Honarmayeh Excellent Management Freelance Consultant shahon@gmail.com +98 919 175 8693 Appreciate www.exploreHR.org team for their well prepared BSC slides
Notas del editor
- An organization is a social arrangement which pursues collective goals, which controls its own performance, and which has a boundary separating it from its environment. The word itself is derived from the Greek word –organon- meaning tool.In the social sciences, organizations are studied by researchers from several disciplines, the most common of which are sociology, economics, political science, psychology, management, and organizational communication. The broad area is commonly referred to as organizational studies, organizational behavior or organization analysis. Therefore, a number of different theories and perspectives exist, some of which are compatible,Organization – process-related: an entity is being (re-)organized (organization as task or action).Organization – functional: organization as a function of how entities like businesses or state authorities are used (organization as a permanent structure).Organization – institutional: an entity is an organization (organization as an actual purposeful structure within a social context)
- An organizational structure is a mainly hierarchical concept of subordination of entities that collaborate and contribute to serve one common aim.Organizations are a variant of clustered entities. An organization can be structured in many different ways and styles, depending on their objectives and ambiance. The structure of an organization will determine the modes in which it operates and performs.Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup and individual.
- My proposed strategic level e-learning organization even can be used for an ODL organizational structure, refers to the three portions: 1.Managerial Structure, 2. Educational structure and 3. Technological structure. This structure is the simplified of a complete ODL institution which it helps the decision makers and strategy level managers to categorize overall challenges classified easily
- My proposed functional level e-learning Institution contains following six portions: 1. Student Services, 2. Content Development, 3. Legislation, 4. Information & Technology, 5. Communication and 6. Marketing.
- The first balanced scorecard was created by Art Schneiderman in 1987 at Analog Devices, a mid-sized semiconductor company. Other early applications of the concept in various companies were conducted by Harvard professor Dr. Robert S. Kaplan and others in a Nolan-Norton Institute study group. In 1992, Kaplan and David P. Norton began reporting the findings of their initial balanced scorecard experience through a series of journal articles.This book continues to be a management best seller. While the phrase "balanced scorecard" was coined in the early 1990s, the roots of the this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950’s and the work of French process engineers (who created the Tableau de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
- The word stakeholder can be defined as: one who has a share or an interest, as in an enterprise or any party that has an interest in an organization. Stated another way, a stakeholder is any entity that can impact the attention or resources of your company. In short, stakeholders, also referred to as constituents, comprise those parties who have an interest in your company. When was the last time you considered who has a stake in your business? Can you identify each stakeholder? What are you doing to insure that each of your constituents receives the “return” they are looking for? To answer these and other critical stakeholder questions, it is important to identify your stakeholders, understand their needs, determine your governing philosophy, and implement a plan to provide them the return they desire
- Key Performance Indicators (KPI) are financial and non-financial measures or metrics used to help an organization define and evaluate how successful it is, typically in terms of making progress towards its long-term organizational goalsOnce a strategy map and strategic objectives are identified, strategic performance metrics or KPIs can be used to track performance. The specific measures should be derived from an organization's strategy; they are not "one size fits all". However, typical performance measures might include the following:
- Objectives, Measures, Targets, and InitiativesEach perspective of the Balanced Scorecard includes objectives, measures of those objectives, target values of those measures, and initiatives, defined as follows:Objectives - major objectives to be achieved, for example, profitable growth.Measures - the observable parameters that will be used to measure progress toward reaching the objective. For example, the objective of profitable growth might be measured by growth in net margin.Targets - the specific target values for the measures, for example, +2% growth in net margin.Initiatives - action programs to be initiated in order to meet the objective.These can be organized for each perspective in a table as shown on the monitor.
- I have put the main scorecard strategy map templates for building our key indicators for evaluation through balenced scorecard model.Please look at each level of the forecoming slides
- Performance in dictionary - the act of performing; of doing something successfully; using knowledge as distinguished from merely possessing itPerformance in balanced scorecard: How do we succeed to use the resources to doing something successfully