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scorecards --- Business policy --- prestatiemetingsystemen --- Strategievorming --- Prestatiemetingen --- Scorecard --- Managementtechnieken --- Management --- Strategisch management --- Resultaten --- Balanced scorecard --- Prestatiemeting --- Resultaat --- Kostenbeheersing --- 431 --- balanced scorecard --- opleiding management --- formation management
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The World Bank Group's self-evaluation systems have expanded since they started 40 years ago, and compliance with requirements is mostly strong. They systems mesh well with the independent evaluation systems for which they provide information and the systems have been emulated and adapted by other development agencies. However, the self-evaluation systems primarily focus on results reporting and accountability needs and do not provide the information necessary to help the Bank Group transform into a "Solutions Bank" or develop learning to enhance performance as emphasized in its 2013 strategy. Information generated through the systems is not regularly mined for knowledge and learning except by IEG, and its use for project and portfolio performance management can be improved. The systems produce corporate results measures but need to produce value to staff and line management and to the primary beneficiaries of the "Solutions Bank"-client governments, implementing agencies, firms, and beneficiaries and citizens.
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Corruption and mismanagement of public resources can affect the quality of government services and undermine growth. Can citizens in poor communities be empowered to demand better-quality public investments? This paper looks at whether providing social accountability training and information on project performance can lead to improvements in local development projects. It finds that offering communities a combination of training and information on project quality leads to significant improvements in household welfare. However, providing either social accountability training or project quality information by itself has no welfare effect. These results are concentrated in areas that are reported by local officials as more corrupt or mismanaged. The impacts appear to come from community members increasing their monitoring of local projects, making more complaints to local and central officials, and cooperating more. The paper also finds modest improvements in people's trust in the central government. The study is unique in its size and integration in a national program. The results suggest that government-led, large-scale social accountability programs can strengthen communities' ability to improve service delivery.
Agriculture --- Community Training --- Corruption --- De Facto Governments --- Democratic Government --- Governance --- Health Care Services Industry --- Industry --- Livestock and Animal Husbandry --- Scorecards --- Service Delivery --- Social Accountability --- Social Development
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Over the last decade Lean and Six Sigma methods and tools have helped organizations improve to historic productivity levels with the data driven, systematic elimination of waste, and improvement of flow. Today many organizations have enjoyed the benefits of Lean and Six Sigma initiatives, and are looking more to sustain the gains, and aggressively drive a systematic and ongoing approach to improvement and problem solving. The concept of diminishing returns applies here in the early stages when organizations were able to find "low-hanging fruit" and to quickly make significant improvements. Now the easy work is done, and organizations need a simple yet systematic approach to continuing their continuous improvement efforts. The term scoreboards and dashboards are quite common, and many organizations have them. However, the author's observations are that there are many problems common to most organization dashboards.
Dashboards (Management information systems) --- Waste minimization. --- Lean manufacturing. --- metrics --- scorecards/dashboard --- key performance indicator (KPI) --- waste elimination --- continuous improvement --- balanced scorecard/dashboard --- lean --- Lean Sigma
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Sustainability Delivered was written to help supply chain managers, entrepreneurs, executives, and stakeholders develop the awareness and skills needed to support sustainable supply chain management in their firms. The book introduces the many ways that social and environmental responsibility can be integrated into supply chain management, from sustainable product and process design to programs and techniques that support product end-of-life management. The book also explores how sustainable supply chain management can be a key contributor to a firm's competitive advantage. With case examples, workshops, and step-by-step instruction in how to create a sustainable supply chain, Sustainability Delivered is the most practical and usable book on the market for helping business leaders authentically pursue and deliver on sustainability ideals.
Business logistics. --- Sustainability. --- Green products. --- Biomimicry --- Certification programs --- Cradle to Cradle (C2C) --- Design for Disassembly (DfD) --- Design for the Environment --- Ecoefficiency --- End-of- life management (EOL) --- Environmental management system (EMS) --- Environmentally responsible supply chain management --- Extended product responsibility --- Industrial ecology --- ISO 14000 --- ISO 26000 --- Life Cycle Analysis --- Life Cycle Assessment --- Natural Step --- Process design --- Product design --- Product end-of-life management (EOL) --- Purchasing scorecards --- Socially responsible supply chain management --- Supplier assessment --- Supplier scorecards --- Sustainable supply chain management --- Value stream mapping
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This note provides guidance on how to use social accountability (SA) approaches in oil, gas, and mining projects, with particular emphasis on World Bank projects in the extractive industry (EI) sectors. It highlights some consequences of poor transparency and accountability in EI sectors and identifies opportunities for addressing these issues. It demonstrates how the use of SA approaches and tools can improve the implementation and outcomes of EI projects. Although the note is written primarily for a World Bank/International Finance Corporation (IFC) audience and project cycle, it is hoped that it will be a resource for government, industry, and civil society partners as well.
Access to Information --- Accountability --- Advocacy --- Best Practices --- Capacity Building --- Citizen Participation --- Civil Society Organizations --- Community Involvement --- Community Scorecards --- Consensus --- Corporate Social Responsibility --- Corruption --- Credibility --- Data analysis --- Focus Groups --- Gender --- Gender and Social Policy --- Good Governance --- Governance --- Grants --- Human Rights --- Incentives --- Industry --- Interviews --- Local Government --- Mobilization --- Multinational & Corporate Governance --- Participatory Budgeting --- Preparation --- Private Sector Development --- Problem Solving --- Public Sector Development --- Relevance --- Social Accountability --- Social Development --- Social Responsibility --- Transparency
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scorecards --- Corporate budget --- strategisch beleid --- ABM (activity based management) --- ABC (activity based costing) --- bedrijfsbeleid --- 658 --- 657.47 --- #SBIB:35H202 --- #SBIB:316.334.2A550 --- activity based management --- balanced scorecard --- accountancy --- ABM --- BSC --- management --- organisatieleer --- 366.4 --- AA / International- internationaal --- 650 --- 657.3 --- 657.33 --- 657.34 --- ABC (activity-based costing) --- Management accounting --- Prestatiemeting --- activity based costing --- budgettering --- case studies --- cost accounting --- kwaliteitscontrole --- management accounting --- performance measurement --- waardemanagement --- Business management, administration. Commercial organization --- Costing. Cost accounting --- Overheidsmanagement: prestatiemanagement --- Partijen en strategieën in de onderneming: patronale strategieën: algemeen --- bedrijfsleiding, management --- Theorieën en grondbeginselen. Management. --- 657.47 Costing. Cost accounting --- 658 Business management, administration. Commercial organization --- Theorieën en grondbeginselen. Management --- 658 Zaakvoering, administrat --- Zaakvoering, administrat
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