Performance Measurement Using The Balanced Scorecard R2I Case Study

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    Balanced Scorecard

    vagueness of previous management approaches, the balanced scorecard approach provides a clear prescription as to what companies should measure in order to 'balance' the financial perspective. Traditional performance measurement, focusing on external accounting data, is obsolete - and something more is needed to provide the information age enterprises with efficient planning tools. Among the long row of benefits of applying Balanced Scorecard, theese are the most significant: Strategic initiatives

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    A Balanced Scorecard

    | A balanced scorecard for Southwest Airlines | | | | Executive Summery The balance scorecard is a system of measurements on different aspects of a business. It is an important tool for setting up the strategies and putting them into actions. It gives the managers a clear and detailed structure to keep track of all operating activities. It includes four perspectives: financial perspective, customer perspective, internal business perspective, and innovation and learning perspective

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    Performance Measurement

    REPORT TO: CEO, NORTH POLE PLC. FROM: A FINANCIAL CONSULTANT, SANTA DIVISION TOPIC: EVALUATION OF A NEW EXPANSION PLAN AND DIVISIONAL PERFORMANCE EVALUATION DATE: 12TH NOVEMBER 2012 INTRODUCTION: The purpose of this report is to critically address the expansion plan of Santa division management focused on the anticipated plant replacement. This action is aimed at improvement of the Santa division manufacturing capacity which is required for meeting demands of a new customer offering an

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    Balanced Scorecard

    INTRODUCTION The balanced scorecard is a strategic management technique for communicating and evaluating the achievement of the mission and strategy of the organization. A more recent contribution to strategic management accounting that emphasizes the role of management accounting in formulating and supporting the overall competitive strategy of an organization is the balanced scorecard. The balanced scorecard seeks to encourage behavior that is consistent with an organization’s strategy. It comprises

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    Balanced Scorecard

    Shannon and William N. Lanen 91999): Strategic Planning at Five World-Class Companies, Management Accounting, Volume 17, Number 1, July Anand, Manoj, B. S. Sahay and Subhashish Saha (2005): Balanced Scorecard in Indian Companies, Vikalpa, Volume 30, Number 2, April – June. Batra, R. (2006): The Balanced Scorecard: An Indian Perspective, ICFAI Journal of Management Research, Volume 5, Number 8. Baldwin, C and Clark, K (1992). “Capabilities and Capital Investment: New Perspectives on Capital Budgeting

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    Balanced Scorecard

    execution of the strategic plan is everybody’s business, not just upper level management. Upper level management creates the strategy, but execution takes place from the bottom up. Chapter 1 So why do strategic plans fail? According to the Balanced Scorecard Collaborative, there are four barriers to strategic implementation: 1. Vision Barrier – No one in the organization understands the strategies of the organization. 2. People Barrier – Most people have objectives that are not linked to the

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    Business Performance Measurement

    Business Performance Measurement   At the Crossroads of Strategy, Decision-Making, Learning and Information Visualization                       February 2003       Vince Kellen CIO & Faculty,School of CTI DePaul University Chicago, IL U.S.A. http://www.depaul.edu   Abstract   Business Performance Measurement (BPM) systems have grown in use and popularity over the past twenty years. Firms adopt BPM systems for a variety of reasons, but chiefly to improve control

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    Balanced Scorecard

    BALANCED SCORECARD The United State Postal Services Balanced Scorecard keys issues for discussion: How the voice of the employee supports improved internal processes (Voice of the Business), and how the Voice of the Business supports customer satisfaction (Voice of the Customer). The case at hand indicates only two components in its Balanced Scorecard – the internal perspective (through the voice of the employees) and the customer perspective (through the voice of the customers). The employees

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    Performance Measurement

    approach, a case study, or other research is undertaken, generally some measure of the system's performance is presented and perhaps analyzed. A large number of different types of performance measures have been used to characterize systems, particularly production, distribution, and inventory systems. Such a large number of available performance measures makes performance measure selection difficult. Generally, performance measurement research focuses on analyzing performance measurement systems that

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    Balanced Scorecard

    A Balanced Scorecard for Small Business C. W. Von Bergen Southeastern Oklahoma State University Management and Marketing Department Durant, OK 74701-0609 Phone: 580-745-2430; Fax: 580-745-7485; e-mail: cvonbergen@sosu.edu Daniel C. Benco Southeastern Oklahoma State University Department of Accounting and Finance Durant, OK 74701-0609 Phone: 580-745-2498; Fax: 580-745-7485; e-mail: dbenco@sosu.edu Abstract The balanced scorecard is a performance management system that enables businesses

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    Balanced Scorecard

    A Dissertation Report On “Putting HR on Balanced Scorecard” (A Case Study of Verizon) (SUBMITTED TOWARDS PARTIAL FULFILLMENT OF POST GRADUATE DIPLOMA IN MANAGEMENT) (Approved by AICTE, Govt. of India) ACADEMIC SESSION (2008-10) Under the guidance of: Submitted by: Supervisor Name Your Name Lecturer (college name) Roll: - PGDM-08/012 College Address PREFACE There is a famous saying “The theory without practical is

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    Balanced Scorecard

    This paper will measure UPMC's performance utilizing a balanced scorecard in order for the organization to focus on what they need to maintain or improve their future perspective and performance. UPMC's main objective is to remain the largest provider, innovator, employer while being a charitable organization. UPMC also focus in customer satisfaction, therefore the balanced scorecard will also help measuring this important area. Introduction The balanced scorecard was created in order to focus

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    Balanced Scorecard

    Implementing a Sustainability Balanced Scorecard „Dashboard‟ Approach to Assess Organisational Legitimacy. Kevin Huang, University of Wollongong, Wollongong, New South Wale Matthew Pepper, University of Wollongong, Wollongong, New South Wale Graham Bowrey, University of Wollongong, Wollongong, New South Wales gbowrey@uow.edu.au Abstract Purpose: The purpose of this paper is to identify and determine the contributing factors which influence the contents of a firm‟s sustainability reporting through

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    Case Study- the Balance Scorecard

    The Balanced Scorecard - Solution at Peel Memorial Hospital Riiva Williams Kaplan University October 7th, 2013 Hospitals and regional health authorities across Canada are under siege. From mergers to forced closures to funding restraints, the healthcare industry is facing tremendous challenges. To make matters more complicated, add mediating cultural differences and the integration of non-acute and community-based services. At the same time, healthcare entities attempt to remain focused on

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    The Balanced Scorecard

    Review 4 Methodology 6 Pre-study essentials 5 How to Implement a Balanced Scorecard 7 Discussions and Results 9 Conclusion: 13 Recommendations: 13 References 14 Introduction Any business organization’s goal is to improve its operational performance. Through the employment of various types of performance measures, firms can assess the efficiency and effectiveness of their business process objectives. Furthermore, performance measurement tools can help businesses

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    Balanced Scorecard

    Management Tool - Balanced Scorecard The idea of using Balance Scorecard like a tool for management effective development, firstly was introduced by Robert Kaplan and David Norton. They called their operation Balance Scorecard, for stressing balance of this system, which should be measured by system called Scorecard. The meaning of this concept – embodies managers’ view in reality and link strategy with operative activity, and cost factors. Main purpose of BSC – this system connected

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    Balanced Scorecard and Six Sigma

    is Balanced Scorecard? In the early 1990s, Balanced Scorecard was developed as a new approach to performance measurement due to troubles of short-termism and past orientation in management accounting (Kaplan and Norton 1992). Balanced scorecard is a strategic planning and management system that is widely used in business and industry, government, and nonprofit organizations to side with business activities to improve internal and external communications and monitor organization performance against

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    Balanced Scorecard

    Executive Summary According to Bento, “the Balanced Scorecard (BSC) has been proposed as an integrated framework for the implementation of financial and nonfinancial performance measures that helps organizations align their initiatives with the organization’s strategy” (2013). The Balanced Scorecard offers management a system to use in plotting strategic objectives through four perspectives. The financial perspective is determined by the outcome of management’s implementation of the internal processes

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    Issues Related to the Implementation of Balanced Scorecard

    lodgement requirements as set out by the lecturer) DO NOT LODGE BY FAX nor EMAIL nor at LECTURER’S OFFICE • The assignment must be lodged online via the Learnline Assignment Lodgement link on the Learnline site for this unit. Ensure your file is named using a file naming convention that allows the lecturer to identify to whom it belongs. Failure to use an acceptable file naming convention may result in your assignment lodgement being rejected. Refer to the endnotes of the assignment details for lodgement

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    “a Critical Analysis of Balanced Scorecard as a Performance Measurement Tool: an Overview of Its Usage and Sustainability”

    analysis of Balanced Scorecard as a performance measurement tool: an overview of its usage and sustainability A iti al a alysis of Bala ed “ o e a d as a pe fo TABLE OF CONTENTS a e easu e e t tool: a o e ie of its usage a d sustai a ility TOPICS PAGE i ii iii iv-v LETTER OF TRANSMITTAL DECLARATOIN ACKNOWLEDGEMENT ABSTRACT CHAPTER ONE INTRODUCTION 1.1 Background of the study 1.2 Objective of the study 1.3 Scope of the study 1.4 Methodology 1.5 Limitations of the study BALANCED

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    Balanced Scorecard

    3. Conclusion 4. References The organizations mentioned by the creators of Balanced Scorecard are from the future - only because they have a system that allows to create actual numerical results from the strategic initiatives and to turn a strategy into action Philip H. Knight, CEO and founder of Nike Introduction Balanced Scorecard (BSC) is one of the current world's top-ten effective strategic performance management tools. BSC is a system of measuring the effectiveness of the entire company

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    Balanced Scorecard: Unum Case Study

    Balanced scorecard is an analysis technique designed to translate an organization's mission statement and overall business strategy. An organization can use the balance scorecard analysis to track progress and manage the implementation of their strategies. The scorecard measures an organization’s performance from four perspectives: (1) financial, the profits and value created for shareholders; (2) customer, the success of the company in its target market; (3) internal business processes, the internal

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    Balanced Scorecard

    Hubler: Discussion Board 4 Balanced Scorecard ACCT 614 17 September 2013 The balanced scorecard is a “performance metric used in strategic management to identify and improve various internal functions and their resulting external outcomes” (Balanced Scorecard 2013). The balanced scorecard attempts to help managers plan, control, and execute company goals by providing feedback to while implementing new strategies, goals, and objectives. The balanced scorecard is a system used by management

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    The Balanced Scorecard: Judgmental Effects of Common and Unique Performance Measures Author(S): Marlys Gascho Lipe and Steven E. Salterio

    The Balanced Scorecard: Judgmental Effects of Common and Unique Performance Measures Author(s): Marlys Gascho Lipe and Steven E. Salterio Source: The Accounting Review, Vol. 75, No. 3 (Jul., 2000), pp. 283-298 Published by: American Accounting Association Stable URL: http://www.jstor.org/stable/248614 . Accessed: 11/03/2014 05:15 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR

    Words: 8613 - Pages: 35

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    Performance Management and the Balanced Scorecard

    Performance Management and the Balanced Scorecard Introduction Most successful businesses employ some sort of performance management system as a means to measure the effectiveness of their human capital and business processes. There are many different types of performance management systems in use, and some are more effective at producing actionable results than others. Those systems that can utilize key business indicators together with a motivated, engaged workforce focused on constant improvement

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    The Balanced Scorecard

    Professor at Harvard Business School. David P. Norton (dnorton@ thepalladiumgroup.com) is the founder and president of the Balanced Scorecard Collaborative, Palladium Group, in Lincoln, Massachusetts. Bjarne Rugelsjoen (bjarne@rugelsjoen.no) is a director at GoalFocus, a performance-coaching consultancy based in London. Managing Alliances with the Balanced Scorecard Fifty percent of corporate alliances fail. But you can increase your partnership’s odds of success by applying these techniques

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    Balanced Scorecard

    BALANCED SCORECARD APPLICATION IN LENDING/MICROFINANCING INSTITUTIONS: A STRATEGIC MAP IMPLEMENTATION IN THE PHILIPPINES CONTEXT This paper studies the application of Balanced Scorecard (BSC) as a powerful measurement and assessment system, in lending/micro financing institutions. Adopting the balanced scorecard (BSC) model, this exploratory study investigates the critical performance measures that lending/micro-financing institutions in the Philippines need to emphasize in their performance

    Words: 4203 - Pages: 17

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    Balanced Scorecard

    A Balanced Scoreboard By Student’s Name Course Code+Name Professor’s Name University Name City, State Date Of Submission A Balanced Scorecard A balanced scorecard is a structure component system that consists of calculated management and plan. The two basic components of the scoreboard is often broadly essential to any organization particularly; government’s day to day business activities, an individual’s business

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    Balanced Scorecard

    Putting the Balanced Scorecard to Work Managers recognize the impact that measures have no performance but they think that measurement is an essential part of strategy. Effective management however is an integral part of management process. New strategies and process are being introduces to improve performance without examining whether old measures of performance are relevant or whether new one is necessary. The balanced scorecard combines an effective measurement system that help a company’s strategic

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    Balanced Scorecard

    Balanced Scorecard Key Concept Explanation The balanced scorecard, first introduced by Harvard business professor Robert Kaplan and business consultant David Norton, is a performance measurement system (Peters, 2014). In the early 90s, as the concept of the balanced scorecard was introduced, companies largely used financial standards to measure performance. The financial evaluations were highly focused and lacked an evaluation of strategic objective (Janes, 2014). The balanced scorecard provides

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    Case Study 7-2: Balanced Scorecards at Bicoco

    1) They realized that balanced scorecards help the departments look beyond their own operations and they could activate everyone in the company by putting sensible goals related to the main goals of the company. Also it improves communications by providing a focal point and common language around the key value drivers of the organization and it helps IT recognized other business areas which enhance the cooperation among departments. Besides, it would help the company to get to know the needs of the

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    Performance Measurement

    Performance Measurement Robert Campbell MGT/437 March 14, 2011 Sunil Mehta Performance Measurement According to NY Government (n.d.) website, “Strategic, performance measurement-based management systems allow an organization to align its business activities to its strategy, and to monitor performance toward strategic goals over time” (para. 1). Each measurement should be objective, easy to understand, controllable by minimizing outside influences, timely, accurate, cost-effective, useful

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    Balanced Scorecard

    Name: Course number: Professor’s name: Date: Balanced Scorecard The use of the balanced scorecard (BSC) is quite common management tool for most organizations. Some organizations has found certain drawbacks that have made them not to adopt this management tool. The use of this instrument requires proper training and understanding of it thus making it time-consuming. The process of using it also requires accuracy as any slight mistake leads to undesired results. Due to the complexities of this management

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    The Balanced Scorecard

    effects of the balanced scorecard-specifically, how balanced scorecards that include some measures common to multiple units and other measures that are unique to a particular unit affect superiors' evaluations of that unit's performance. 2. What is the relevance of the article? / Why would we like to answer this question? The purpose of implementing the balanced scorecard is to expand the set of measures that managers use in decision making. If, however, the unique measures on the scorecard do not affect

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    Balanced Scorecard

    Balanced Scorecard (BSC) There has been a general claim that BSC is the most popular tool used by academics and ractitioners due to its holistic approach. BSC was initially introduced by Kaplan and Norton (1992) to overcome the incompleteness of traditional measures which focuses on lagging indicators, especially financial indicators such as Return on Equity (ROE) and Return on Investment (ROI). BSC has progressed from being a measurement tool to a management tool, and currently is an icon of strategic

    Words: 556 - Pages: 3

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    Balanced Scorecard

    WHAT IS A BALANCED SCORECARD? According to Robert Kaplan and David Norton, the founders of the Balanced Scorecard, "The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies

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    Performance Measurement Systems

    Introduction The subject of performance measurement is encountering increasing interest in both the academic and managerial worlds. This, for the most part, is due to the broadening spectrum of performances required by the present-day competitive environment and the new production paradigm known as Lean Production or World Class Manufacturing (Hall et al., 1991). In addition there is the need to support and verify the performance improvement programmes such as Just-in-Time, Total Quality Management

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    Balanced Scorecard

                                                                       im  Fach  Strategisches  Management         Balanced  Scorecard  –   Analyse  der  Implementierung  im  Hochschulbereich                           Verfasserin/Verfasser:              

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    Using Balanced Scorecards

    Systems Volume 17 Article 8 2-23-2006 Using the Balanced Scorecard to Achieve Sustained IT-Business Alignment: A Case Study Qing Hu Florida Atlantic University, qhu@fau C. Derrick Huang Florida Atlantic University, dhuang@fau Follow this and additional works at: http://aisel.aisnet.org/cais Recommended Citation Hu, Qing and Huang, C. Derrick (2006) "Using the Balanced Scorecard to Achieve Sustained IT-Business Alignment: A Case Study," Communications of the Association for Information

    Words: 12986 - Pages: 52

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    Balanced Scorecard

    Paper 6/4/2011 Building A Balanced Scorecard The "voice of the employee" focuses on providing a safe and secure workplace in response to instances of violence and poor employee relations. The "voice of the business" focuses on the Breakthrough Productivity Initiative, and the "voice of the customer" improves internal processes by providing a timely and reliable delivery. Postal Operations could use other measures to assure their goals are being met. The United Postal service should

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    Balanced Scorecard

    Balanced Scorecard The BSC is a planning & management system which can be widely applied to organizations and companies regardless of size or type of business. The technique, extensively used in business and industry, government, and non-profit organizations worldwide, provides a method of aligning business activities to the vision & strategy of the organization, integrating internal & external communications, & keeping a watch on organization performance against strategic goals. It was developed

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    Balanced Scorecard

    Since the 1990s, the Balanced Scorecard system has cut a path in business as a more rigorous way to measure performance by quantifying what had been considered intangible assets, such as human capital, information, and culture. The system draws strength from four perspectives: 1) financial measures; 2) customers; 3) internal processes; and 4) learning and growth. Developed by HBS professor Robert S. Kaplan, chairman of the Balanced Scorecard Collaborative, and David P. Norton, co-founder with Kaplan

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    Balanced Scorecard

    The Balanced Scorecard - Measures that Drive Performance Robert Kaplan and David Norton Harvard Business Review OnPoint 2000 Jennifer Oberly Oklahoma Wesleyan University Advanced Managerial Accounting BUSI 5243 Bill Elliott October 04, 2011 The Balanced Scorecard - Measures that Drive Performance The purpose of this article was to look at what information

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    Balanced Scorecard - Executive Brief

    The Balanced Scorecard (BSC) Framework, Implementation Methodology and Recommended Application - Executive Brief (April 2012) - Introduction Balanced Scorecard is an integrated, organization-wide management system that drives, in an aligned manner, the transformation, improvement and modernization efforts of all hierarchical levels towards the accomplishment of organization’s Strategy. For this reason, Balanced Scorecard is also known as a Strategy Execution system. More precisely, Balanced Scorecard

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    Using Balanced Scorecards

    1996 Using the Balanced Scorecard as a Strategic Management System Editor’s Note: In 1992, Robert S. Kaplan and David P. Norton’s concept of the balanced scorecard revolutionized conventional thinking about performance metrics. By going beyond traditional measures of financial performance, the concept has given a generation of managers a better understanding of how their companies are really doing. These nonfinancial metrics are so valuable mainly because they predict future financial performance rather

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    Balanced Scorecard

    Analysis The Balanced Scorecard (BSC) was an idea that was developed in the early nineties by Kaplan and Norton as an approach towards performance evaluation. The scorecard has four perspectives; the financial perspective, the customer perspective, the internal business processes perspective and the learning, growth and innovation perspective. The financial aspect requires that for an organization to succeed financially there is need to improve on the shareholder value, realize return on capital

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    Performance Measurement Using the Balanced Scorecard: R2I Case Study

    the framework called the Balanced Scorecard (BSC), by Robert Kaplan and David Norton, translates an R2i's mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system. The BSC was developed to measure both current operating performance and the drivers of future performance. The objectives and measures on a Balanced Scorecard should be derived from the business unit's strategy. A scorecard should contain outcome measures

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    Balanced Scorecard

    Balanced Scorecard Introduction How can a balanced scorecard be utilized for optimum organizational performance in my organization – Cleveland Clinic? Within today’s complex environments many organization have pinpointed that an accurate understanding of their particular goals and the methods that they implement in order to achieve these goals is vital, this is also true with healthcare organizations. Organizations have come to the conclusion that no simple one measure can provide a clear

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    Case Studies on Performance Management

    CASE STUDIES IN PERFORMANCE MANAGEMENT A Guide from the Experts TONY ADKINS John Wiley & Sons, Inc. CASE STUDIES IN PERFORMANCE MANAGEMENT CASE STUDIES IN PERFORMANCE MANAGEMENT A Guide from the Experts TONY ADKINS John Wiley & Sons, Inc. This book is printed on acid-free paper. Copyright © 2006 by SAS Institute. All rights reserved. SAS and all other SAS Institute Inc. product or service names are registered trademarks or trademarks of SAS Institute Inc. in the USA and other

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    Quality in Practice: Using the Balanced Scorecard at the United States Postal Service

    goal. When a company focuses on increasing productivity and coming up with different ways to ensure a simpler process, it is always to increase the bottom line and to ensure greater customer service. I think that USPS did a great job with the balanced scorecard because they didn’t just look at one area; they focused on the business as a whole and recognized that everything flows together and every area needs to be tackled to get the results they need. Starting with the Voice of the Employee and ending

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