Caracterización del modelo de gestión del Instituto Geofísico de la Escuela Politécnica Nacional (IG-EPN) en el periodo 2010-2016 y propuesta de mejoramiento

Abstract

Most for profit or non-profit organizations that want good management must manage the available resources efficiently to achieve institutional goals. In the case of the public sector, they are immersed in an environment of increasing complexity because of the imperative need for continuous improvement in efficacy, efficiency and economy. Here, the proposed management model is based on the Balanced Scorecard, which is considered to be one of the most important planning and management models of recent years that mostly applied to the private sector. This research aims to show the importance and the need to adopt the Balanced Scorecard as a new management model, providing advantages and contributions to an improved model for the Instituto Geofísico. It would be based on generating a balance between short and long-term objectives, between measured financial and non-financial inputs, between predictive and historical indicators and between internal and external aspects of action. By taking into account the BSC for both financial and non-financial indicators, it makes it possible to carry out a general and relative evaluation of different organizational areas. This management practice pertains to the private sector and the scope of action in public companies is totally dissimilar. Therefore, it is necessary to make the appropriate adaptations and transfer the concepts of the BSC to the public sphere and to the reality that circumscribes them. The four perspectives of the traditional model of BSC are modified to three perspectives by the field of action that the public sector has and specifically the Instituto Geofísico, in this way the perspectives of learning and growth, processes and client (society) have been defined.