最新BBC运营管理案例分析.doc
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1、Four short words sum up what has lifted most successful individuals above the crowd: a little bit more.-author-dateBBC运营管理案例分析Case Note: Building a Balanced Scorecard for a public broadcasting organisationCase Note: Building a Balanced Scorecard for a public broadcasting organisation. (Simulation on
2、ly)This case study consists of the outcomes of a simulation exercise undertaken with an MBA class to demonstrate and to test the process of developing a Balanced Scorecard for a public Broadcasting organisation. The British Broadcasting Company (BBC) was chosen to test the procedure.The BBC: mission
3、, purposes, and limitations.The BBC is the national public broadcasting organisation of the UK. It operates under a Royal Charter of 1926, and under a constitution, both of which are now under review (in July 2006).The motto of the BBC is Nation shall speak peace unto nation.The mission of the BBC i
4、s embedded in the latest revised draft royal charter (July 2006), which describes the BBCs public nature and its objects as:1) The BBC exists to serve the public interest.2) The BBCs main object is the promotion of its public purposes which are:a) Sustaining citizenship and civil society.b) Promotin
5、g education and learning.c) Stimulating creativity and cultural excellence.d) Representing the UK, its nations, regions and communities.e) In promoting its other purposes, helping to deliver to the public the benefit of emerging communications technologies and services and, in addition taking a lead
6、ing role in the switchover to digital television.3)In addition, the BBC may maintain, establish, or acquire subsidiaries through which commercial activities may be undertaken to any extent permitted by a Framework Agreement. (The BBCs general powers enable it to maintain, establish or acquire subsid
7、iaries for purposes sufficiently connected with its Public Purposes.)The BBC promotes its Public Purposes by means of its mission, to inform, educate and entertain, through the provision of output which consists of information, education and entertainment. This is supplied by means of (a) television
8、, radio, and on-line services, (b) similar or related services which make output generally available and which may be in forms or by means of technologies which either have not previously been used by the BBC or which have yet to be developed. The BBC is also allowed to carry out other activities wh
9、ich directly or indirectly promote the Public Purposes, but such activities should be peripheral, subordinate, or ancillary to its main activities (i.e. must be in proportion to them).Finally, the BBC is independent in all matters concerning the content of its output, the times and manner in which i
10、t is supplied, and the management if its affairs.(The reader should consider this information in the context of theory on corporate missions described earlier.)Sources:http:/en.wikipedia.org/wiki/BBC sourced June 2006http:/www.bbc.co.uk sourced June 2006)Setting system boundaries.Although the BBC tr
11、ansmits both radio and television programmes, the biggest part of the broadcasting business, in terms of both consumers (listeners and viewers) is in television. This part of the business is expected to expand in the future with the development of satellite and digital broadcasting systems. It was t
12、herefore decided to concentrate on television for this exercise, although developing a Balanced Scorecard for radio would be a very similar process. The process of developing a Balanced Scorecard is indicated here by the diagrams that were developed. However, in a real situation, underpinning these
13、diagrams would be group strategy meetings with both internal and external stakeholders to try to gain the consensus necessary for successful implementation. The Systems Map.In developing a Balanced Scorecard for the BBC a systems map was first drawn to present an holistic view of the organisation, t
14、he subsystems within it and the lines of influence connecting them. The systems mapping technique is primarily a tool from the SI school of change management. (refer to figure).The Objectives TreeThe objectives tree, very similar to a value tree used in systematic decision making (Goodwin and Wright
15、, 1991), is also a tool which is frequently used in both the SI and OD schools of change management. It cascades the corporate mission down to operational objectives. In its development the quality and financial aspirations of the business are developed within the political and legal constraints imp
16、osed upon it. It is obvious that cause-effect relationships which should be embedded in a Balanced Scorecard are beginning to be identified.The Strategy Map.Strategy maps were introduced by Hamel and Prahalad in the Harvard Business Review in the early 1990s, and expanded upon in a subsequent strate
17、gy text (Hamel and Prahalad, 1994). The strategy map here is presented in levels reflecting the Balanced Scorecard framework, in effect by re-arranging the objectives tree. The causal relationships are more obvious here, and strategic outcomes at each level are linked to the factors that drive them.
18、 Outcome boxes are labelled for reference.The Balanced Scorecard.The strategy map, and the objectives tree before it, enables us to identify attributes to be measured, and the causal relationships between them. The Balanced Scorecard now allows us to develop ides for detailed measures on these attri
19、butes. The attribute have been listed in the Balanced Scorecard framework , with a reference for each one linking it to the strategy map. These references are then used within the scorecards to indicate the causal linkages already identified in the strategy map (the driving formulae). Finally a bund
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