Pelosi voted against the 1995 Balanced Budget Proposed Constitutional Amendment, which was passed by the House by a 300 – 132 vote, but in the Senate fell two votes short of the 2 / 3 supermajority required ( with 65 out of 100 Senators voting in favor ).

Balanced against this, however, is the relatively greater vulnerability of camel-mounted units to caltrops, due to their softly padded soles on their feet, unlike the hardened hooves of horses.

However, Johnston repeatedly voted against the Balanced Budget Amendment and giving the President the line-item veto, both of which were measures strongly favored by fiscal conservatives in both parties.

Smith was known for her staunch anti-abortion stance and her maverick tendencies, such as opposing the Balanced Budget Amendment, supporting campaign finance reform, and most notably of all, being one of 9 House Republicans to vote against confirming House Speaker Newt Gingrich in early 1997.

* Balanced ternary uses − 1 for false, + 1 for true and 0 for the third value ; these values may also be simplified to −, +, and 0, respectively.

The Balanced Scorecard ( BSC ) is a strategic performance management tool-a semi-standard structured report, supported by proven design methods and automation tools, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from these actions.

As a model of performance, the Balanced Scorecard is effective in that " it articulates the links between leading inputs ( human and physical ), processes, and lagging outcomes and focuses on the importance of managing these components to achieve the organization's strategic priorities.

" Clearly these categories were not so relevant to non-profits or units within complex organizations ( which might have high degrees of internal specialization ), and much of the early literature on Balanced Scorecard focused on suggestions of alternative ' perspectives ' that might have more relevance to these groups.

However it should be noted that none of these influences is explicitly linked to original descriptions of Balanced Scorecard by Schneiderman, Maisel, or Kaplan & Norton.

The earliest Balanced Scorecards comprised simple tables broken into four sections-typically these " perspectives " were labeled " Financial ", " Customer ", " Internal Business Processes ", and " Learning and Growth ".

Although less common, these early-style Balanced Scorecards are still designed and used today.

The variations appeared to be part of an evolution of the Balanced Scorecard concept, and so the paper refers to these distinct types as " Generations ".

There are few empirical studies linking the use of Balanced Scorecards to better decision making or improved financial performance of companies, but some work has been done in these areas.

The simplest mechanism to use is to delegate these activities to an individual, and many Balanced Scorecards are reported via ad-hoc methods based around email, phone calls and office software.

Where these conditions apply, organizations use Balanced Scorecard reporting software to automate the production and distribution of these reports.

The Balanced Budget Act of 1997 ( BBA ) and the Agricultural Research, Education and Extension Act of 1998 ( AREERA ) made some changes to these provisions, most significantly:

Robin Cooper and Robert S. Kaplan, proponents of the Balanced Scorecard, brought notice to these concepts in a number of articles published in Harvard Business Review beginning in 1988. Cooper and Kaplan described ABC as an approach to solve the problems of traditional cost management systems.

Next to these are the input / output for a parallel effects loop with wet / dry mix knob, a variety of external speaker output sockets including a series configuration output section for 1 x 16ohm speaker or 2 x 8ohm and a parallel configuration output section for 1 x 8ohm speaker or 2 x 16ohm speaker as well as a Balanced D. I.

Balanced audio connections use a number of techniques to reduce noise.

Balanced weaves are also possible on the backstrap loom.

Balanced action timpani are often used in outdoor performances because of their durability.

According to the proposal, the three broad objectives of the future CAP are: " Viable food production ", " Sustainable management of natural resources " and " Balanced territorial development ", which respond directly to the economic, environmental and territorial balance challenges identified in the Communication and which guide the proposed changes to the CAP instruments.

Balanced funds, asset allocation funds, target date or target risk funds and lifecycle or lifestyle funds are all types of hybrid funds.

* Balanced throughput between FCFS and SJF, shorter jobs are completed faster than in FCFS and longer processes are completed faster than in SJF.

Balanced graphs represent a group of people who are unlikely to change their opinions of the other people in the group.

Balanced polymorphisms may occur when heterozygotes are favored or when selection is frequency dependent.

Balanced in size and sturdily built, the breed's most distinguishing characteristics are its weather resistant, wire-like coat and its facial furnishings.

Modern Balanced Scorecard thinking has evolved considerably since the initial ideas proposed in the late 1980s and early 1990s, and the modern performance management tools including Balanced Scorecard are significantly improved-being more flexible ( to suit a wider range of organisational types ) and more effective ( as design methods have evolved to make them easier to design, and use ).

Design of a Balanced Scorecard ultimately is about the identification of a small number of financial and non-financial measures and attaching targets to them, so that when they are reviewed it is possible to determine whether current performance ' meets expectations '.

If users are not confident that the measures within the Balanced Scorecard are well chosen, they will have less confidence in the information it provides.

In short, early-style Balanced Scorecards are hard to design in a way that builds confidence that they are well designed.

But a general weakness of this type of criticism is that it typically uses the 1st Generation Balanced Scorecard as its object: many of the flaws identified are addressed in other works published since the original Kaplan & Norton works in the early 1990s.

However, broadcast surveys of usage have difficulties in this respect, due to the wide variations in definition of ' what a Balanced Scorecard is ' noted above ( making it hard to work out in a survey if you are comparing like with like ).

Perhaps unsurprisingly, versions of generic concerns about performance appraisal are as a result a variety of complaints are levelled at the use of Balanced Scorecard for this purpose.

Examples of the concerns raised are that use of Balanced Scorecard for appraisal / incentive use may:

They are not very helpful to other kinds of organizations, and much of what has been written on Balanced Scorecard since has, in one way or another, focused on the identification of alternative headings more suited to a broader range of organizations.

Balanced experiments ( those with an equal sample size for each

The original thinking behind a Balanced Scorecard was for it to be focused on information relating to the implementation of a strategy, and, perhaps unsurprisingly, over time there has been a blurring of the boundaries between conventional strategic planning and control activities and those required to design a Balanced Scorecard.

Design methods that incorporate a " Destination Statement " or equivalent ( e. g. the Results Based Management method proposed by the UN in 2002 ) represent a tangibly different design approach to those that went before, and have been proposed as representing a " 3rd Generation " design method for Balanced Scorecard.

Although it helps focus managers ' attention on strategic issues and the management of the implementation of strategy, it is important to remember that the Balanced Scorecard itself has no role in the formation of strategy.

Among Ali's notable contributions at National Bank were creating a professional senior executive team, implementing the basis for Balanced Business Score Card at the top management level, bringing profitability and focus on treasury and corporate banking, making the branches and retail banking leaner and more effective and above all, managing political pressures throughout his tenure with positivity, hope and sheer hard work.