English (United Kingdom)

https://curated-unify.zendy.io/wp-json/zendy-region/v1/featured_content/oa?rat=en

https://curated-unify.zendy.io/wp-json/zendy-region/v1/highlighted_journal/

Global: Zendy Plus annual

Presents the access of premium content as premium feature

Premium Content

Presents the keyphrase highlighting as premium feature

Keyphrase Highlighting

Presents the summarisation as premium feature

Summarisation

Insights

Presents the pdf analysis as premium feature

PDF Analysis

Presents the zaia usage as premium feature

ZAIA

Global: Zendy Plus monthly

Global: Zendy Tools annual

Global: Zendy Tools monthly

Global: Zendy Free Plan

In today’s dynamic, uncertain and highly competitive business environment, the long term\udsuccess of an organization critically depends on the perceptions, choices and actions of its managers\udregarding their strategies. Activity based costing (ABC) and balanced scorecard (BSC) are the\udmodern day management approaches acknowledged as reliable tools for strategy formulation and\udimplementation in an organization. In this paper, ABC and BSC models are separately proposed and\udapplied in the merry-go-round (MGR) department of an Indian thermal power plant. The results\udelicited from adoption of these two models in the said power plant provide more accurate, timely, and\udreliable operational and financial information at different activity levels of the organization, which\udwould help in effective strategic and tactical decision making. Even though, there are limited\udpublished research papers related to application of ABC model in power plants, none of them has\udadopted ABC and BSC techniques in an Indian contextual environment. Additionally, an integrated\udABC-BSC model is designed to harness the complementary synergies of both ABC and BSC models

Development of a strategic management tool in a thermal power plant using ABC and BSC models