A GENERAL PRINCIPLE OF THE DEVELOPMENT PROCESS
OF BALANCED SCORECARDS AS AN INSTRUMENT OF CONTROL

Venelin Terziev¹*, Nikolay Nichev², Evgeniy Stoyanov³, Marin Georgiev^4
1Corresponding Member of the Russian Academy of Natural History, Moscow, Russia, Professor, Ph.D., D.Sc. (National Security), D.Sc. (Ec.), University of Rousse, Rousse, Bulgaria; National Military University, Veliko Tarnovo, Bulgaria; University of Telecommunications and Post, Sofia, Bulgaria, terziev@skmat.com
²Colonel Associate Professor, Ph.D., National Military University, Veliko Tarnovo, Bulgaria, nicheff@gmail.com
³Professor, Ph.D., D.Sc., D.Sc. (Ec.), Agricultural University, Plovdiv, Bulgaria
evg_stojanov@abv.bg
⁴National Military University, Veliko Tarnovo, Bulgaria, clementon@abv.bg
*Corresponding author

Abstract

The content of the material reveals that the main purpose is to establish the place and role of control principles in creating modern patterns of model managerial thinking such as the Balanced Scorecard. It is for this reason that the process of creating a balanced scorecard and revealing specific control principles in its gradual development is the subject of analysis. Tracking the chronology in the process has made it possible to ascertain in more general terms why the Balanced Scorecard model is gaining more popularity and, more specifically, to see how increasing the perimeter of modular impact predetermines the transformation of the scorecard into a universal methodology for precise and effective, management control.

Keywords: Balancedscore card (BSC), model, control, principle.