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Modern Instruments For Measuring Organizational Performance



    () (A.S.E. Bucuresti, Management)


    () (A.S.E. Bucuresti, Management)




Any significant management action can be assessed both in terms of success of immediate goals and as effect of the organization ability to embrace change. Market competition intensifies with the development of Romanian society and its needs. Companies that offer different products and services need to impose certain advantages and to increase their performances. The paper will present modern tools for measuring and evaluating organizational performance, namely: Balanced Scorecard, Deming model and Baldrige model. We also present an example for Balance Scorecard, of an organizations belonging to the cosmetics industry.

Suggested Citation

  • Grigore Ana-Maria & Badea Florica & Radu Catalina, 2010. "Modern Instruments For Measuring Organizational Performance," Annals of Faculty of Economics, University of Oradea, Faculty of Economics, vol. 1(2), pages 951-956, December.
  • Handle: RePEc:ora:journl:v:1:y:2010:i:2:p:951-956

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    References listed on IDEAS

    1. Trahan, Emery A. & Gitman, Lawrence J., 1995. "Bridging the theory-practice gap in corporate finance: A survey of chief financial officers," The Quarterly Review of Economics and Finance, Elsevier, vol. 35(1), pages 73-87.
    2. Graham, John R. & Harvey, Campbell R., 2001. "The theory and practice of corporate finance: evidence from the field," Journal of Financial Economics, Elsevier, vol. 60(2-3), pages 187-243, May.
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    More about this item


    management; performance; balance scorecard; performance measurement;

    JEL classification:

    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General
    • L25 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Firm Performance
    • L66 - Industrial Organization - - Industry Studies: Manufacturing - - - Food; Beverages; Cosmetics; Tobacco


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