Lekhnath Khanal(065/BCT/506) Ramesh Kumar Karn(065/BCT/532) Sanjaya Pandey (065/BCT/539)

BSC in IOE (present scenario)

Currently, they have not implemented the BSC in IOE.
To make IOE comparable to Indian Institute of

Technology(IIT) and other institutions and improve education system, it is almost necessary to implement BSC in IOE. Balanced Scorecard is needed in IOE for implementing the Engineering Distance Learning programs so that many other students far and wide can learn Engineering being associated with IOE.

Conted
There should be implemented BSC in Management level Academic level Examination board In the management level, there is a large hierarchy. No

sufficient information is given to the lower management level.

Balance scorecard
A Balanced Scorecard is both a Tool and a Process
The Tool:
The Scorecard reports all key drivers of our strategic success. It

lets us know if performance in each critical area is at the level we expect.

The Process:
The Scorecard is the centerpiece of the month-end review

process. It is also used with the extended management team, employees, and Board to educate them on key performance issues.

About IIT
The Indian Institutes of Technology (IITs) are a group

of autonomous engineering and technology-oriented institutes of higher education. The IITs are governed by the Institutes of Technology Act, 1961 which has declared them as institutions of national importance, and lays down their powers, duties, framework for governance etc.

Organizational structure of IIT

Number of conference organized by IIT.

Projects of IIT

Research by IIT

Revenue collection by IIT

IOE needs:
Information sharing among different organization

levels.
Interdepartmental information shearing Information sharing in different management level Information sharing between examination board and

college. Due to the authority privilege its difficult to share the information between the different level.

IOE should have:

To Build balanced scorecard
Implement HR scorecard Understand HR value

Measure development and benchmarking

Quality management

Building a Balanced Scorecard

Thinking in terms of process
The Process of building a Balanced Scorecard Cases from different industries

Important Issues in the Building Process

Scorecards as management control Measures and their causal relations The enabling role of Information Technology

The Concept of Balanced Scorecard

Basic Design of a Balanced Scorecard Performance

System Why a Balanced Scorecard? The Balanced Scorecard - Strategic Control Relationship of Balanced Scorecard to other Concepts

Understanding the reason for implementing the HR Scorecard

Measuring HR effectiveness - HR scorecard design
The HR scorecard consists of: Values based HR metrics HR outcome measures that focus on business outcomes Operational HR metrics that focus on efficiencies HR analytics that focus on workforce data

Understanding the Business context of HR

What are the value drivers of the business (units)?
What is HRs value proposition to the business? Where are HRs biggest value points? Where is HRs contribution recognized by senior

management, the line, employees, HR itself and/or investors? What does the HR function currently measure? Are the metrics activity driven or value driven? What human capital metrics are included in the general business reporting?

Defining The HR Value

The value of the HR function to the business
The value of HR processes as practiced throughout the

organization, The quantification of people value to the organization, and their input to strategic decision-making.

Benchmarking
The integrated role of effective benchmarking
Benchmarking as a key to setting goals for critical

measures The role of surveys for measures / results validation Defining the dimensions of "the critical few" measures

Implementing a Balanced Scorecard Approach

Systems thinking and application
Systems and IT Solutions for Scorecards Towards a Learning Organization Using Scorecards to Inform Outside Parties

Information Technology and the effects on Managers

Information as a common resource
The changing Management role Benefits of information technology in the workplace Performance Improvement Framework

Balanced Scorecard and Quality Management

Cost of quality
Efficiency and/or Effectiveness Reconciling quality with cost containment Similarity and differences between Balanced Scorecard,

BPR and TQM The contribution of each to the organisation

Customer relationship management problem

a widely implemented model for managing a

companys interactions with customers clients, and sales prospects. It involves using technology to organize, automate, and synchronize business processes. The overall goals are to find, attract, and win new clients. describes a company-wide business strategy including customer-interface departments as well as other departments.

Purpose of CRM
The focus [of CRM] is on creating value for the

customer and the company over the longer term . When customers value the customer service that they receive from suppliers, they are less likely to look to alternative suppliers for their needs . CRM enables organizations to gain competitive advantage over competitors that supply similar products or services.

Why is CRM important?

Building relationship between customer and

organizational. The adoption of C.R.M. is being fuelled by a recognition that long-term relationships with customers are one of the most important assets of an organization.

What does CRM involve?

CRM involves the following : Organizations must become customer focused Organizations must be prepared to adapt so that it take customer needs into account and delivers them Market research must be undertaken to assess customer needs and satisfaction

Information Technology and CRM

Technology plays a pivotal role in CRM. Technological approaches involving the use of databases,

data mining and one-to-one marketing can assist organisations to increase customer value and their own profitability. This type of technology can be used to keep a record of customers names and contact details in addition to their history of buying products or using services. This information can be used to target customers in a personalised way and offer them services to meet their specific needs.

Benefits of CRM
Benefits of CRM include :
reduced costs, because the right things are being done (ie.,

effective and efficient operation) increased customer satisfaction, because they are getting exactly what they want (ie. meeting and exceeding expectations) ensuring that the focus of the organisation is external growth in numbers of customers maximisation of opportunities (eg. increased services, referrals, etc.) increased access to a source of market and competitor information highlighting poor operational processes long term profitability and sustainability

Thanks