Is CMI Level 5 a Recognised qualification?

Balanced Scorecard excel example

The objective of this work was to apply the Balanced Scorecard (BSC) to the Strategic Planning of Private Banking, in the case of Banco del Austro. For the development of the work, the bibliographic-documentary review technique and the case study were used. The work concludes that the BSC ensures the alignment between finance, market, technology and innovation, while it is indispensable as a communication strategy, management control device and corporate strategy. The results in the strategic objectives identified in the learning and growth perspectives would allow Banco del Austro to promote its internal work processes, which, in turn, would help the organization to obtain the desired results in the client and financial perspectives. In turn, the results obtained in the control process would enable it to acquire an overview of the real disadvantages in the strategic implementation process and initiate a line of corrective activities. In summary, the BSC will provide Banco del Austro’s managers with a complete view of the entity, including operational measures to satisfy customers, level of innovation and activity to improve the organization, as well as financial measures.

Bimbo Balanced Scorecard

Royal Decree 1692/2011, of November 18, which establishes two certificates of professionalism of the professional family Administration and management that are included in the National Directory of certificates of professionalism.

Law 56/2003, of December 16, 2003, on Employment, establishes, in its Article 3, that the Government, at the proposal of the current Ministry of Labor and Immigration, and after a report from this Ministry to the Sectorial Conference on Employment and Labor Affairs, is responsible for the preparation and approval of the regulatory provisions in relation to, among others, occupational and continuous vocational training at the state level, as well as the development of such regulation.

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For its part, Organic Law 5/2002, of June 19, 2002, understands the National System of Qualifications and Vocational Training as the set of instruments and actions necessary to promote and develop the integration of vocational training offers and the evaluation and accreditation of professional competences. The main instruments of this System are the National Catalog of Professional Qualifications and the procedure for their recognition, evaluation, accreditation and registration. In its article 8, Organic Law 5/2002, of June 19, establishes that the certificates of professionalism accredit the professional qualifications of those who have obtained them and that they will be issued by the competent Administration, with official character and validity throughout the national territory. Furthermore, in its article 10.1, it indicates that the General State Administration, in accordance with what is established in article 149.1.30.ª and 7.ª of the Constitution and after consulting the General Council of Vocational Training, will determine the titles and certificates of professionalism, which will constitute the offers of vocational training referred to the National Catalog of Professional Qualifications.

The development of the strategic plan and its implementation through the balanced scorecard pdf

The model on which this scorecard is based is based on a generic approach to the human resources management function, which is the responsibility of all managers and executives who are in charge of a team of people, not just those in charge of Personnel or Human Resources. This scorecard aims to go beyond the construction of a specific tool for Human Resources specialists. This initial approach has resulted in the omission of some of the traditional indicators used by HR professionals (absenteeism, labor relations). The guide is intended to serve any manager who feels the need or the concern to evaluate his or her people management and its impact on business results, forming what we might call the People Management Scorecard.

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In other words, a company’s managers should consider that financial performance is the result of creating value for its customers, present and future. This, in turn, can be achieved by adequately enhancing the internal capabilities of the organization, investing in our people and in improving systems and procedures.The translation of this general model to our case, in which we intend to evaluate our management of people and their contribution to the business, requires the manager to answer five key questions (Figure 2). The response to each of these five perspectives will allow us to develop-financial results are the consequence of creating value by leveraging the organization’s internal capabilities and investments in people.

What is CMI

The excellence of the teaching staff is fundamental to CMI’s success, and for this reason it has an extremely talented faculty: researchers, consultants and teachers capable of transmitting their knowledge with passion to students and helping them in all possible areas, offering training, expert advice and coaching.

D. from the Universidad San Pablo CEU-Madrid in the area of Business Organization. Vice Rector of Postgraduate and Lifelong Learning of the UCLM and accredited by ANECA. Professor at UCLM and collaborator of CMI. Specialized in corporate strategies and internationalization of companies, people management and high commitment practices and business development and management of family businesses. Coordinator of the Master in Human Management and Organizational Development.

PhD from the Universidad San Pablo CEU-Madrid in the area of Business Organization. Vice-rector of Postgraduate and Lifelong Learning of the UCLM and accredited by ANECA. Professor at UCLM and collaborator of CMI. Specialized in corporate strategies and internationalization of companies, people management and high commitment practices and business development and management of family businesses. Coordinator of the Master in Human Management and Organizational Development.

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