Knowledge in the context of strategic management of the military education system

Abstract

Shared good practices and experience in the use of a Balanced Scorecard are analysed, and evidence is provided that the model presupposes reaching a consensus between the organizational vision and strategy. The strategy and its goals for involving the whole organization in the strategic initiatives and ensuring the work on the card with investments and resources are explained. An attempt is made to reconsider the model of organizational behaviour through the accumulation of managerial experience. In this context, the card manifests itself as a mechanism for implementing organizational change. Mastering the behaviour of disparate indicators and finding an effective balance in their management prove that the strategic map is a method for verifying the adopted organizational strategy. An attempt is made to summarise the practices of application of balanced cards in the field of education, and an offer is made to implement the Balanced scorecard in “Georgi Rakovski” Military Academy in Sofia, Republic of Bulgaria.

Keywords: strategic management, training, Balanced Scorecard (BSC), perspectives, implementation

JEL Classification: P00, I20