Suomen d ja r sosiofoneettisessa kentässä

Abstract: A sociophonetic perspective on d and r in Finnish

Effects of gluten and transglutaminase on microstructure, sensory characteristics and instrumental texture of oat bread

Selostus: Taikinaan lisättyjen gluteenin ja transglutaminaasin vaikutus kauraleivän rakenteeseen

Microbial quality of linseed and fibre hemp plants during growing and harvest seasons

Selostus: Pellavan ja kuituhampun mikrobiologinen laatu kasvukauden aikana

Dysfasia : mitä se käytännössä merkitsee?

Summary: Specific language impairment (SLI)

Relating microstructure, sensory and instrumental texture of processed oat

Selostus: Prosessoidun kauran mikroskooppinen ja aistittava rakenne

Performance Measurement as Part of Management

To achieve success in a constantly changing environment and with ever-increasing competition, companies must develop their operations continuously. To do this, they must have a clear vision of what they want to be in the future. This vision can be attained through careful planning and strategising. One method of transforming a strategy and vision into an everyday tool used by employees is the use of a balanced performance measurement system. The importance of performance measurement in the implementation of companies' visions and strategies has grown substantially in the last ten years. Measures are derived from the company's critical success factors and from many different perspectives. There are three time dimensions: past, present and future. Many such performance measurement systems have been created since the 1990s. This is a case study whose main objective is to provide a recommendation for how the case company could make use of performance measurement to support strategic management. To answer this question, the study uses literature-based research and empirical research at the case company's premises. The theoretical part of the study consists of two sections: introducing the Balanced Scorecard and discussing how it supports strategic management and change management. The empirical part of this study determines the company's present performance measurement situation through interviews in the company. The study resulted in a recommendation to the company to start developing the Balanced Scorecard system. By setting up this kind process, the company would be able to change its focus more towards the future, beginning to implement a more process-based organisation and getting its employees to work together towards common goals.