Developing organizational strategy through the Balanced Scorecard also minimizes participants' subjectivity as they take part in the strategy-setting process and enhance managers' ability to assess all programs for strategic impact without bias (Ronchetti, n.d.).
While financial and customer actions are defined and available in commercial organizations, the corresponding is less easily found in non-profits. A good measure is one that management can significantly control. Non-profit organizations goals are usually influenced by many influential factors and actors beyond its authority. Commercial Balanced Scorecards usually have a financial viewpoint at the peak of the strategic reason and mapping. For the non-profit, financial goals are not the end; they are part of the means. Customary practice is to push the finance viewpoint down to the bottom of the strategy map for non-profits, treating financials as input to the strategic representation. This is difficult because financially oriented goals are also sought after by non-profits. Consider value for money, cost reduction or funds raised, all are outcomes of some activity. From a process viewpoint, budget adherence, project funding spend, cash management and financial guideline observance may also be important to the non-profit, and may need to be reflected in a Balanced Scorecard (Can I apply Balanced Scorecard in a non-profit organization, 2008).
For-profit organizations are worried about the efficiencies of internal processes. They plan to function with a margin of profit which can simply slim down or disappear to cover the effects of less-than-optimal performance. In contrast,...
Balance Scorecard Applications in Healthcare Organizations Balanced Scorecard The Learning & Growth Perspective The Business Process Perspective The Financial Perspective Strategy Mapping General Perspective of Performance Management Performance Planning Ongoing Performance Feedback Employee Input Performance Evaluation & Review Performance Management in Healthcare Organizations Healthcare Organization as Learning Organization Principles of Performance Management in Healthcare Organizations Performance Measurement & Evaluation Methods Used In Healthcare Organizations Setting Up Performance Management Systems Dimensions and Approaches to Performance Management in Health Care Taken From the British National Health Service Induction Programs Performance Monitoring Personal
Management Control Systems as a Catalyst of Strategic Agility and Organizational Performance The continual evolution of Management Control Systems as a Package (MCSP) today encompasses accounting, finance, human resources, market-based data, management control and information systems, and the entire culture of an organization, yet defies a precise typology (Merchant, Van der Stede, 2006) (Malmi, Brown, 2008) or a consistent global definition (Cruz, Scapens, Major, 2011). The intent of this analysis is
Managing Diversity Diversity is a fact of American and International business and is a broader, more complex issue than one might initially believe. A universally vital element of global commerce, Diversity has spawned an abundance of theorists, journals and specialists, some of whom are encountered in this composition. Addressing the remarkable breadth and complexity of Diversity, this essay reviews: the nature of Diversity; legally protected classes within the United States; aspects
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