Nowoczesne instrumenty zarządzania przedsiębiorstwem

• Autorzy: Łukasz Skowron

Warianty tytułu

Modern Tools of Company Management

• Języki publikacji: PL

Abstrakty

Wszystkie organizacje niezależnie od swoich rozmiarów i sektorów w jakich działają potrzebują odpowiednich systemów generowania i przetwarzania informacji oraz efektywnych narzędzi o charakterze kierowniczo-decyzyjnym. Pozyskiwane informacje powinny pozwolić kadrze zarządzającej zarówno na dokonywanie trafnych decyzji w bieżących obszarach działalności jak i pozwalać na diagnozowanie szans i zagrożeń w przyszłości. Można zatem powiedzieć, że modele o charakterze kierowniczo-decyzyjnym stają się fundamentem procesu zarządzania każdą nowoczesną organizacją. (abstrakt oryginalny)

EN

All companies, regardless of their size and sectors in which they are operating, require appropriate systems of information generation and transformation as well as efficient business management excellence models. Acquired information should make it possible for the executives to take correct decisions in current business areas as well as to reveal opportunities and threats in a long-term developmental perspective. Business excellence models are becoming therefore foundations of the management process of any modern organizations. (original abstract)

Słowa kluczowe

PL

Nagrody jakości; Model Europejskiej Fundacji Zarządzania Jakością (EFQM); Modele zarządzania; Zarządzanie przedsiębiorstwem

EN

Quality awards; European Foundation for Quality Management Model (EFQM); Management models; Enterprise management

• Czasopismo: Nauka i Gospodarka
• Rocznik: 2011
• Numer: nr 3 (10)
• Strony: 12--21

Twórcy

autor

Łukasz Skowron

• Politechnika Lubelska

Bibliografia

• 1. Bible L., Kerr S., Zanini M., The Balanced Scorecard: Here and Back, "Management Accounting Quarterly", vol. 7, no. 4, Summer 2006.
• 2. Brilman J., Nowoczesne koncepcje i metody zarządzania, Polskie Wydawnictwo Ekonomiczne, Warszawa 2002.
• 3. Brzozowski A., Zrównoważona Karta Wyników: narzędzie i metoda zarządzania, "Harvard Business Review Polska", kwiecień 2004.
• 4. De Busk G.K., Crabtree A.D., Does the Balanced Scorecard Improve Performance?, "Management Accounting Quarterly", vol. 8, no. 1, Fall 2006.
• 5. Frigo M.L., Strategy, value creation and the CFO, "Strategic Finance", 84 (7), 2003.
• 6. Goodman M.B., Corporate communications for executives, Albany, NY: Sunny Press, 1998.
• 7. Haffer R., Kristensen K., Developing versus developed companies in Business Excellence initiatives, "Total Quality Management", vol. 19, no. 7-8, 2008.
• 8. Hakes C., The Corporate Self-Assessment Handbook, Capman & Hall, 1997.
• 9. Hendricks K.B., Singhal V.R., Firm characteristics, total quality management and financial performance, "Journal of Operations Management", no. 19, 2001a.
• 10. Hendricks K.B., Singhal V.R., The impact of TQM on financial performance: evidence from quality award winners, Stakeholder Value - The Path to Sustainable Growth, Lucerne: EFQM, 2001b.
• 11. Hendricks K.B., Singhal V.R., The long-run stock price performance of firms with effective TQM programs as proxied by quality award winners, "Management Science", 47 (3), 2000.
• 12. Hoque Z., James W., Linking Balanced scorecard measures to size and market factors: Impact on organizational performance, "Journal of Management Accounting Research", 12/2000.
• 13. Johnson H.T., Kaplan R.S., Relevance Los. The Rise and Fall of Management Accounting, Harvard Business School Press, Boston 1987.
• 14. Johnson M.D., Anderson E.W., Fornell C., Rational and Adaptive Performance Expectations in a Customer Satisfaction Framework, "Journal of Consumer Research", no. 4, 1995.
• 15. Johnson M.D., Customer Orientation and Market Action, National Quality Research Center, University of Michigan Business School, Prince Hall, Upper Saddle River, New Jersey 07458.
• 16. Johnson M.D., Gustaffson A., Andreassen T.W., Lervik L., The Evolution and Future of National Satisfaction Index Models, "Journal of Economic Psychology", no. 22, 2001.
• 17. Kaplan R.S., Limitations of Cost Accounting in Advanced Manufacturing Environments, Harvard Business School Press, Boston 1990.
• 18. Kaplan R.S., Norton D.P., Strategiczna karta wyników. Jak przełożyć strategię na działanie, Polskie Wydawnictwo Naukowe, Warszawa 2007.
• 19. Kaplan R.S., Norton D.P., The Balanced Scorecard: Measures That Drive Performance, "Harvard Business Review", July-August 2005.
• 20. Kaplan R.S., Norton D.P., The Balanced Scorecard: Translating strategy into action, Harvard Business School Press, Boston, Mass, 1996.
• 21. Kaplan R.S., Norton D.P., Using the Balanced Scorecard as a Strategic Management System, "Harvard Business Review", January-February 1996.
• 22. Kristensen K., Juh H.J., Eskildsen J., Benchmarking excellence, "Measuring Business Excellence", no. 5 (1), 2001a.
• 23. Kristensen K., Juh H.J., Eskildsen J., Models that mater, "International Journal of Business Performance Management", vol. 5, no. 1, 2003.
• 24. Kristensen K., Juh H.J., Eskildsen J., The criterion weights of the EFQM excellence model, "International Journal of Business Performance Management", 5 (1), 2001b.
• 25. Kristensen K., Westlund A.H., Management and external disclosure of intangible assets, "European Quality", vol. 8, no. 4, 2001.
• 26. Kristensen K., Westlund A.H., Performance Measurement and Business Results, "Total Quality Management", vol. 15, no. 5-6, 2004.
• 27. Majidul Islam, Kellermanns F.W., Firm and Industrial - Level Determinants of Balanced Scorecard Usage, "Canadian Accounting Perspective", vol. 5, no. 2, 2006.
• 28. Malina M.A., Selto F.H., Communicating and controlling strategy: An empirical study of the effectiveness of the balanced scorecard, "Journal of Management Accounting Research", no. 13, 2001.
• 29. Malmi T., Balanced scorecard in Finish companies: A research note, "Management Accounting Research", no. 12 (2), 2001.
• 30. Niven P., Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results, John Wiley & Sons, New York, 2002.
• 31. Niven P.R., Driving Focus and Alignment With the Balanced Scorecard. Why organizations Need a balanced Scorecard, "The Journal for Quality and Participation", 2005.
• 32. Porter L., Tanner S., Assessing Business Excellence, Butterworth Heineman Ltd., 1998.
• 33. Rickards R.C., Setting benchmarks and evaluating balanced scorecards with data envelopment analysis, "Benchmarking: An International Journal", no. 10 (3), 2003.
• 34. Ritter M., The use of balanced scorecards in the strategic management of corporate communication, "Corporate Communications", no. 8, 2003.
• 35. Salterio S., Webb A., The balanced scorecard, "CA magazine", August 2003.
• 36. Skowron Ł., EFQM Excellence Model jako skuteczne narzędzie zarządzania współczesnym przedsiębiorstwem, Nowe tendencje w nauce o organizacji i zarządzaniu, Prace Naukowe Instytutu Organizacji i Zarządzania Politechniki Wrocławskiej nr 79, Oficyna Wydawnicza Politechniki Wrocławskiej, Wrocław 2006.
• 37. The EFQM Excellence Model 1999, The European Foundation for Quality Management.
• 38. Tucker M.L., Meyer G.D., Westerman J.W., Organizational communication: Development of internal strategic competitive advantage, "Journal of Business Communication", no. 33, 1996.