scholarly journals Strategic Business Performance Management System in Wood Processing Industry in Slovakia

2015 ◽  
Vol 66 (2) ◽  
pp. 137-146 ◽  
Author(s):  
Rastislav Rajnoha ◽  
Silvia Lorincová ◽  
Margarita Bego
Keyword(s):  
Performance Management ◽  
Management System ◽  
Business Performance ◽  
Performance Management System ◽  
Processing Industry ◽  
Wood Processing ◽  
Business Performance Management

scholarly journals INTEGRATION OF STRATEGIC ANALYSIS TOOLS INTO THE BUSINESS PERFORMANCE MANAGEMENT SYSTEM

2021 ◽  
Vol 9 (1) ◽  
pp. 211-215
Author(s):  
Sergey Muzalev
Keyword(s):  
Strategic Planning ◽  
Performance Management ◽  
Management System ◽  
Business Performance ◽  
Strategic Analysis ◽  
Performance Management System ◽  
Advantages And Disadvantages ◽  
Analysis Tools ◽  
Business Performance Management

The article considers the tools of strategic analysis used in the course of strategic planning, assesses the advantages and disadvantages of these methods.

scholarly journals THE INTRODUCTION OF INNOVATIVE CONCEPTS IN THE MANAGEMENT SYSTEM OF THE SANATORIUM-RESORT ENTERPRISE IN THE CONTEXT OF ENSURING SOCIO-ECONOMIC SECURITY

2019 ◽  
Vol 6 (3-4) ◽  
pp. 29-36
Author(s):  
ZORIANA BURYK
Keyword(s):  
Performance Management ◽  
Customer Service ◽  
Balanced Scorecard ◽  
Management System ◽  
Business Performance ◽  
Practical Importance ◽  
Economic Security ◽  
Health Resort ◽  
Management Procedures ◽  
Business Performance Management

.  Goal. Coverage of introduction of innovative concepts in the system of management of activity of sanatorium and resort enterprises. Research methodology. The following methods were used: analysis (theoretical review of scientific literature on the problem of research); a synthesis that made it possible to integrate individual parts of the facility into a single unit (development of a Balanced Scorecard for health resort enterprises in terms of socio-economic security); benchmarking that allowed us to map concepts (spa marketing, business performance management, and balanced scorecard). Results. The peculiarities of the management system of the sanatorium and resort enterprises in the conditions of social and economic security are considered. It is stated that the concept of management in terms of ensuring the socio-economic security of any enterprise of the sanatorium and resort complex is based on clearly formed systems of organization of management of socio-economic development. The basic methods of implementation, organization and management of social and economic security at the enterprise are distinguished. It is noted that spa marketing is a concept of management of the spa enterprise, which provides a comprehensive study of the needs of clients in the spa treatment and recreation for their fullest satisfaction through complex efforts to produce, sell and promote the spa product in a competitive market with the aim ensuring socio-economic security and profit. The basic processes covered by the concept of Business Performance Management for spa companies are presented. The Balanced Scorecard Balance Scorecard system has been developed for sanatorium and resort enterprises in terms of social and economic security. Scientific novelty. The basic innovative concepts (spa marketing, Business Performance Management and Balanced Scorecard) are proposed, which introduction into the enterprise management system will ensure effective management decisions, achievement of strategic goals, increase of profit and social and economic security in general. Practical importance. The introduction of our proposed concepts into the management system of sanatorium and resort enterprises will provide such an institution with a complete and effective implementation of processes for managing its activities, providing customer service and optimizing the functions and management procedures performed.

scholarly journals BUSINESS PERFORMANCE MANAGEMENT AND FDI: KEY DIFFERENCES BETWEEN FOREIGN AND DOMESTIC-OWNED FIRMS – A CASE OF SLOVAKIA

2018 ◽  
Vol 19 (1) ◽  
pp. 42-62 ◽  
Author(s):  
Rastislav RAJNOHA ◽  
Martina MERKOVÁ ◽  
Ján DOBROVIČ ◽  
Zoltán RÓZSA
Keyword(s):  
Performance Management ◽  
Direct Investment ◽  
Business Performance ◽  
Foreign Capital ◽  
P Value ◽  
Public Authorities ◽  
Wood Processing ◽  
Industrial Enterprises ◽  
Business Performance Management ◽  
Investment Behaviour

The empirical study defines typical investment behaviour of foreign-owned firms against local firms and highlights benefits and any discrepancies of foreign capital. The paper focuses on industrial enterprises in Slovakia mainly from the automotive, engineering and wood-processing industry (N = 164). Results show the significant dependence of foreign ownership and better business performance compared with domestic firms. The performance was expressed through ROE indicator. Enterprises with the foreign participation of property achieve better performance, most typically with ROE above 10% (p-value < 0.05). The better performance, as well as distinctive feature of intangibles and research & development investments, are typically in foreign-owned firms. Intangibles and R&D as crucial investments do not directly cause better business performance in foreign-owned firms, and we discuss the reasons. The research results offer relevant and interesting implications for managers behaviour, also public authorities as well as motives for further investigation of the business performance management and foreign direct investment issues

scholarly journals Linking a performance management system and competencies: Qualitative research

2019 ◽  
Vol 11 (1) ◽  
pp. 51-67 ◽  
Author(s):  
Veronika Korenková ◽  
Ján Závadský ◽  
Marcin Lis
Keyword(s):  
Qualitative Research ◽  
Performance Management ◽  
Performance Indicators ◽  
Management System ◽  
Business Performance ◽  
Key Performance Indicators ◽  
Theoretical Background ◽  
Performance Management System ◽  
Competency Based ◽  
A Performance

Abstract The main purpose of the paper is to identify the group of indicators that are most widely used in the manufacturing area worldwide, to identify the responsibility and authority for measuring and evaluating business performance, and to create an illustrative competency-based model for a performance management system within a business. The paper covers two areas that are important in the maintenance of sustainable business performance. The first area focuses on a performance management system and its key performance indicators as an important element in every performance management system within a business. The article also presents the theoretical background of the Z-MESOT method, which is applied to define the consistency of these indicators in practice. The second area is dedicated to defining a competency-based model and competences related to the measurement and assessment of performance, which have been extracted from other general competences. This paper presents findings from qualitative research to eliminate the bottlenecks of the Z-MESOT matrix that was transposed into a questionnaire. The questionnaire, as well as structured interviews, helped identify differences in responsibility attributes of the Z-MESOT matrix regarding the size of the researched businesses. The paper offers a list of competences related to the key performance indicators that can be used for following theoretical and practical research.

Od Business Intelligence do Business Performance Management

2012 ◽  
pp. 39-43
Author(s):  
Janusz Nesterak ◽  
Bernard Ziębicki
Keyword(s):  
Performance Management ◽  
Business Intelligence ◽  
Business Performance ◽  
Business Performance Management

Zarządzanie przedsiębiorstwem we współczesnych warunkach wymaga stosowania zaawansowanych systemów umożliwiających gromadzenie i przetwarzanie informacji do postaci użytecznej w podejmowaniu decyzji zarządczych. Możliwości takie stwarzają systemy klasy Business Intelligence. Systemy te obecnie są już szeroko stosowane w krajowych przedsiębiorstwach. Ostatnio coraz popularniejsze stają się systemy określane mianem Business Performance Management, które są traktowane jako kolejna generacja Business Intelligence. Istota systemów Business Performance Management dotychczas nie była szeroko prezentowane w literaturze krajowej. Część badaczy zajmujących się tą tematyką traktuje wymienione kategorie systemów jako tożsame. W artykule przedstawiono istotę systemów Business Performance Management oraz omówiono różnice pomiędzy tą kategorią rozwiązań i systemami Business Intelligence. Omówiono także elementy tworzące systemy Business Performance Management. Przedstawiono również metodykę oraz korzyści stosowania Business Performance Management w przedsiębiorstwach. (abstrakt oryginalny)

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