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The main role for researchers and organizational theorists is to translate their statements and principles into practical tools applicable in the management activity. Sometimes, these tools used in managerial practice are not rigorously developed and applied, some eventually contradicting the initial assumptions. However, most of the times, the concepts go through a natural cycle of developing, harmonizing and refining their own statements and demonstrations, with the support of the authors and / or other researchers. Also, the manifestation in management of any action that claims the increase of the performances in the financial or non-financial fields must be accompanied by a set of measuring and evaluation tools. Robert Kaplan and David Norton are best known as the originators of the Balanced Scorecard (BSC) concept which adds to the managerial equation the imperative necessity of aligning the individual and organizational effort with the organizational vision and strategic objectives, in a whole defined by four perspectives: financial, customer and stakeholder, internal processes and organizational capacity of learning and growth. Balanced Scorecard is a concept used in private and public sector organizations, used to point / highlight the vision, missions, strategic goals of an organization, to evaluate the performance of strategic management and to be used as a tool as well effective internal communication. Over the time, like any other concept in the field of social sciences, BSC goes through a continuous process of adaptation and improvement of its own statements, methods and tools.

Copyright of Strategic Universe Journal / Univers Strategic is the property of Dimitrie Cantemir Christian University, Institute for Security Studies and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Gândirea Militară Românească is the property of Romanian Armed Forces Defence Staff and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Gândirea Militară Românească is the property of Romanian Armed Forces Defence Staff and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Gândirea Militară Românească is the property of Romanian Armed Forces Defence Staff and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Gândirea Militară Românească is the property of Romanian Armed Forces Defence Staff and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The knowledge-based society, in which knowledge is more and more accessible due to the rapid advancement of the IT, needs quick solutions for documentation. Taking into account the progressive development of the documentation needs in different fields, both at the organisational and individual level, we have thought of presenting several issues concerning the use of technologies and services provided by a knowledge bank for defence, public order and national security field. In this paper, we will make a short introduction of the above-mentioned knowledge bank, followed by brief research of a pilot study in which we have meant to analyse the way its usefulness is perceived. Having this in mind, we have researched the perception of the technologies and services offered by it, by means of an online questionnaire, which actually served as a way to establish the level of being acquainted with the technology of the mentioned field. We should also mention the fact that the presented research study is meant to make users aware of the knowledge in the sector of knowledge banks with predominant applicability in the design and establishment of the knowledge bank for defence, public order and national security field. Moreover, the research is meant to deliver conclusions that will possibly enhance efficiency in developing some similar knowledge banks. [ABSTRACT FROM AUTHOR]

In an alert, knowledge-based society, service and product quality plays an essential role in the success and survival of organisations in a competitive market. In this article, we will briefly detail the implementation stages of the Quality Function Deployment (QFD) first phase - a global concept that provides means of transposing the requirements of clients (users) into the technical requirements appropriate for each stage of designing and creating a knowledge bank for defence, public order and national security. In the first part, we will present a brief historiographical analysis of QFD, followed by the construction of the House of Quality (HOQ), the most commonly used matrix of all QFD components. The results of the absolute and relative importance of the technical requirements following from the application of the steps of the house of quality will help the design team of the knowledge bank to implement with priority certain requirements of the potential users. [ABSTRACT FROM AUTHOR]

The Balanced Scorecard (BSC) concept is defined and used in managerial practice as a measurement system, as well as a strategic planning and management system, being implemented in business or industrial organisations, in the government system, or in non-profit organisations. In order to align the individual and collective efforts, respectively to create an effective internal communication channel, the Balanced Scorecard concept provides an instrument with a strong visual and motivational impact - the strategic map. The strategic map creates the overall picture of the organisation, the objectives and the implementation way for strategy, enables the employees to be aware of their own effort that contributes to the success of the implementation of the strategy and realises the framework of their own and institutional self-evaluation regarding the effectiveness of the actions taken. In this article, we will address the essential elements of a strategic map, the way of defining and selecting them, the relationship and interdependence of the elements and we will recommend a strategic map starting from the vision, mission and transformation strategy existing in the military structures of the operational level. [ABSTRACT FROM AUTHOR]

The Balanced Scorecard (BSC) concept is defined and used in managerial practice as a measurement system, as well as a strategic planning and management system, being implemented in business or industrial organisations, in the government system, or non-profit organisations. From the efficiency of management point of view, Balanced Scorecard uses Key Performance Indicators (KPIs) to measure performance within the organisation, through which it can add direct corrections in design, initiatives and daily activities for the achievement of strategic organising objectives. This article presents the role of Key Performance Indicators regarding the evaluation of the actions taken, the decision-making and the overall efficiency of the organization's activity. Due to the concepts and functions developed within the Balanced Scorecard (BSC), rigorous determination of performance and counter-performance within an organisation (KPI), Balanced Scorecard (BSC) and its instrument of evaluation are also recommended for use in institutions within the defence, public order and national security system. [ABSTRACT FROM AUTHOR]

Copyright of Strategic Universe Journal / Univers Strategic is the property of Dimitrie Cantemir Christian University, Institute for Security Studies and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)