balance

Examples of balance in the following topics:

• Balanced Scorecards

  • A balanced scorecard is a device that managers use to convey performance across a range of relevant strategic criteria.
  • A balanced scorecard is a semi-standardized strategic management tool used to track, monitor, update, and improve key performance indicators (KPI) within an organization.
  • The balanced scorecard is currently one of the most popular management tools used for tracking organizational performance
  • Today, this second-generation balanced scorecard is often referred to as a "strategy map", but the vernacular "balanced scorecard" is still used to refer to anything consistent with a pictographic strategic management tool.
  • The balanced scorecard gets each of the moving parts in an organization on the same page to ensure continuity and synergy between functional aspects.

• Visual Scorecards

  • The visual scorecard is a graphic analogy of the balanced scorecard framework and a key visual link between performance and strategy.
  • A balanced scorecard is the sum of all relevant inputs; the visual scorecard is the graphic representation of findings or results.
  • Visual scorecards make the data in balanced scorecards instantly readable.
  • Produce a visual representation of a balanced scorecard for communication and meetings

• Scorecard Measurement

  • Balanced scorecard measurements require extensive data collection and are essential in validating scorecard outputs.
  • The balanced scorecard is ultimately about choosing measures and targets.
  • Useful measurement feedback from a balanced scorecard is also essential.
  • It is important to note that there are no hard-and-fast rules about defining measures and targets within a balanced scorecard.
  • A balanced scorecard should include specific details, like the units on a tape measure, so that the scorecard can yield useful results.

• The Importance of Work-Life Balance

  • Managers are increasingly aware of the importance of promoting a healthy work-life balance for employees, which increases job satisfaction.
  • Illustrate the way in which technological advances and competitive economies are eroding the work-life balance and how human resource professionals can offset the 24-7 demands of the workplace

• How Emotion and Mood Influence Behavior

  • As emotion is largely a chemical balance (or imbalance) in the mind, emotions can quickly cloud judgment and complicate social interactions without the individual being consciously aware that it is happening.
  • By encouraging positive employee management relationships and employee dynamics, an organization may be able to balance a person's mood and emotions.
  • Managers should strive to balance the emotions of their subordinates, ensuring nothing negatively affects their mental well-being.
  • Managers must be both perceptive and strategic in ensuring a mental balance at work.

• Ethics Training

  • Moral imagination achieves a balance between becoming lost in the perspectives of others and failing to leave one's own perspective.
  • Adam Smith terms this balance "proportionality," which we can achieve in empathy.
  • Reasonableness: Reasonableness balances openness to the views of others with commitment to moral values and other important goals.

• Compensation and Competition

  • Companies need to find a balance when creating a compensation package to attract quality employees and keep overhead low.
  • To identify this balance, companies must look at the structure of the wages within the organization, the compensation common in their industry, as well as their strengths and those of their competitors.

• Employee Career-Path Management

  • The results of successful career planning are personal fulfillment, a work and life balance, goal achievement, and financial security.
  • Organizational development must be balanced during this process, ensuring that the company itself is leveraging these evolving human resources to maximum efficiency.
  • Therefore, human resources departments are central to empowering employees to take successful career paths while maintaining an organizational balance.

• Moving to Flexible Work Schedules

  • Companies have begun to recognize how important a healthy work-life balance is to the productivity and creativity of their employees.
  • Research by Kenexa Research Institute in 2007 showed that employees who were more favorable toward their organization's efforts to support work-life balance also indicated a lower intent to leave the organization, greater pride in their organization, a willingness to recommend the organization as a place to work, and higher overall job satisfaction.
  • Employers can offer a range of different programs and initiatives that support such a work-life balance.

• McClelland's Need Theory

  • An individual's balance of these needs forms a kind of profile that can be useful in determining a motivational paradigm for them.