International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395 -0056 Volume: 04 Issue: 06 | June -2017 www.irjet.net p-ISSN: 2395-0072 © 2017, IRJET | Impact Factor value: 5.181 | ISO 9001:2008 Certified Journal | Page 2555 Importance of the balanced scorecard in the improvement of university management Elba E. Calderón Farfán 1 , Juan P. Febles Rodríguez 2 , Vivian Estrada Sentí 3 1 Docente Facultad de Ciencias Económicas y Empresariales, Universidad Tecnológica ECOTEC Guayaquil, Ecuador 2 Professor, Departamento Metodológico de Postgrado, Universidad de las Ciencias Informáticas, Habana, Cuba 3 Professor, Departamento Metodológico de Postgrado. Universidad de las Ciencias Informáticas, Habana, Cuba ---------------------------------------------------------------------***--------------------------------------------------------------------- Abstract - The article describes, through a bibliographical review on the subject, the importance of the Integral Scorecard, CMI, in the effectiveness of university management, due to its strategic approach, able to measure the degree of compliance with the objectives of an institution, provided that a group of quantitative and qualitative indicators that express the level and quality of the fulfillment of each objective are correctly identified. The implementation of the Balanced Scorecard also implies the existence of an efficient and effective information and feed system for decision making generated by the systemic and strategic management control system, in which all managers are involved. As a result of the research, it was concluded that a successful implementation can be achieved through a systematic process that can generate consensus and clarity on how to translate an entity's mission and strategy into objectives, operational indicators and proposition of value for all the actors involved in the teaching-learning process. Key Words: Integral control, strategic planning, university, management 1. INTRODUCTION When Kaplan and Norton successfully put the Integral Scorecard (BSC), into financial institutions, they decided to go further and proposed the use of this tool to governmental and non-profit organizations. Most of the public institutions that applied the BSC did so by putting the financial perspective as the first or top level of the hierarchy, but began to fall into contradictions, since achieving financial success is not the primary objective, and it is when the authors, proposed to put the clients, at the top of the hierarchical order. In the book The Balanced Scorecard: Translating Strategy into Action, Kaplan and Norton, argue that placing a very broad target on the scorecard of a non-profit entity clearly communicates the long-term mission of the organization [1]. The University as a non-profit organization is a consciously coordinated social system that aims to increasingly serve society on the basis of providing goods or services in order to meet the needs and desires of a group of people who Integrate the target market, so it must count among its organizational tools the BSC, because with it will raise the quality of university management, which is it’s reason for being. The application of the Balanced Scorecard in a university institution, aimed at improving its university management is paramount because it facilitates the use of indicators that can follow the strategy of the entity; with it one can analyze the environment, and with this develop a model of organizational behavior that shows the interrelationship between the different components of the institution; obliges managers to reach a consensus on the strategies to be implemented and also to have an overview of how they can reach it. On the other hand, this tool can help them to better understand the entity, as it allows you to compare the plans with the current results and for that reason they can evaluate and adjust the strategy and the plans of action. It also allows the organization to become a knowledge management, in which human resources are the basic factor, in the construction of values and its mobilization for the good development of the organization.