alanced Scorecard Evaluation
The Voice of the Employee focused on safety and poor employee relations. This falls under the Learning and Growth category of the balanced scorecard. It evaluates the correct level of expertise with each employee, employee turnover, job satisfaction, and training (McCarthy, 2008). The balanced scorecard measures the top down strategy of the company's mission statement and strategy (Kaplan, 2007). From the mission and strategy of USPS, the employees could be measured on current success, how improvement could be made, and future success, how improvement could continue to improve in the future. This entails all employees across the organization and evaluates performance gaps. Workplace environment addressed safety measured against OSHA and employee satisfaction measured by annual surveys and tracked monthly by units.

The Voice of usiness was separated into two areas, productivity measure and revenue measure. This evaluated the internal business process of the number of activities per function, duplicate…...

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Bibliography

Davies, R. (n.d.). Balanced Scorecard: Panacea or poisoned chalice? Retrieved from Dr. Robert Davies:  http://www.drrobertdavies.com/balancedscorecardsuccess.php 

Kaplan, R.S. (2007, Nov 19). Putting the Balanced Scorecard to Work. Retrieved from Bloomberg Businessweek:  http://www.businessweek.com/stories/2007-11-19/putting-the-balanced-scorecard-to-workbusinessweek-business-news-stodk-market-and-financial-advice 

McCarthy, S. & . (2008). balanced scorecard. Retrieved from Business Balls:  http://www.businessballs.com/balanced_scorecard.htm

Balanced Scorecard
i attaching a case study answer question USING STATEGY IMPLEMENTATION THEOY AND FAMEWOK >>>Critically discuss benefits a balanced scorecard approach measuring monitoring performance, analyze BCom develop performance measures relate corporate goals.

Balanced scorecard: How it can help Bcom plc

The balanced scorecard approach

The balanced scorecard approach was developed, as its name implies, to give businesses a more 'balanced' way of evaluating their strengths and weaknesses. It suggests that organizations view themselves through four distinct lenses: the learning and growth perspective (which stresses 'soft' resources such as employee strengths and corporate culture); the business process perspective (metrics which see if the internal business processes are running well and business' products and services align with customer needs); the customer perspective (customers' satisfaction with the product or service price, quality, and style); and the financial perspective (profitability, risk-benefit analysis, and so forth) (Balanced scorecard basics, 2013, Balanced Scorecard).

In a competitive industry such as telecommunications,…...

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References

Balanced scorecard basics. (2013). Balanced Scorecard. Retrieved from:

 http://balancedscorecard.org/bscresources/aboutthebalancedscorecard/tabid/55/default.aspx 

Case study: Bcom plc. (n.d.)

Balanced Scorecard
Saatchi & Saatchi: Balanced Scorecard Case Study

Saatchi & Saatchi was once one of the world's most respected advertising agencies, but its fortunes were floundering in the mid-1990s. It had crafted a quirky brand image for itself that had been diluted due to its over-expansion and a lack of a coherent vision for its various component agencies. "Throughout the 1970s and 80s we experienced rapid growth through acquisitions. We were essentially competitors only connected through common ownership" (Greenhalgh 2004:2).

The company established specific financial benchmarks for itself to meet.

These included growing its revenue base better than the market average, converting 30% of its incremental revenue to operating profit, and doubling its earnings per share (Greenhalgh 2004:3). This was designed to give the company a sense of focus, purpose and clarity in reshaping its new future over a three-year period. Clear goals provided shareholders with a sense that the company was getting…...

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References

Greenhalgh, C. (2004) Building a strategic Balanced Scorecard: Saatchi & Saatchi complementary case study. Business Intelligence Company. Retrieved:

 http://www.business-intelligence.co.uk/PDFdownloads/strat_bsc/Saatchisr.pdf

Balanced scorecard is a framework for setting objectives for the business. Ideally, when the company meets these objectives, the company will be successful. To make this happen, the different objectives that the company sets within the balanced scorecard framework should be congruent. That is to say, the different objectives should make sense together (BSI, 2012).
There are four elements to the scorecard -- the shareholder value perspective, the customer value perspective, the process perspective, and the learning & growth perspective. For Berry's Bug Blasters, the shareholder value perspective is represented by financial objectives relating to profit and growth. To this end, Berry's Bug Blasters has developed a set of financial objectives. The company wants to achieve a revenue growth rate of 50% per year for the first ten years. ith franchising and international expansion as part of the company's plans, this objective is reasonable. Profits should also grow at this rate,…...

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Works Cited:

BSI. (2012). Balanced Scorecard basics. Balanced Scorecard Institute. Retrieved September 10, 2012 from http://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspx

Balanced Scorecards: The Customer Service Perspective
Balanced Scorecards

The Customer Service Perspective

Hyde Park Electronics, Futura Industries and Southern Gardens Citrus (SGC) all were able to transform their businesses using Balanced Scorecard (BSC) methodologies that aligned each of their respective businesses to customers so that value was consistently created and delivered, growing each business in the process. Each was able to quickly progress beyond using BSC frameworks as a means to track financial performance to monitoring in real-time how effective their unique value propositions are (Niven, 2013). Moving beyond the financially metrics to customer-centered ones also provided insights into how each company needed to better manage its employees as well. As each of the company's business models are significantly different, each of their perspectives on how to align their business models to their specific customer's needs also varies significantly and their approaches to the BSC framework reflect this (Gumbus, obert, 2006).

Beginning with Hyde…...

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References

Chavan, M. (2009). The Balanced Scorecard: A New Challenge. The Journal of Management Development, 28(5), 393-406.

Gumbus, A., & Robert, N.L. (2006). Entrepreneurs use a Balanced Scorecard to translate strategy into Performance Measures. Journal of Small Business Management, 44(3), 407-425.

Kaplan, RS (2005) A Balanced Scorecard Approach To Measure Customer Profitability. Working Knowledge. Harvard Business School. Retrieved May 17, 2010, from  http://hbswk.hbs.edu/item/4938.html 

Niven, P. (2013) Customer Perspective. EPM Review. Retrieved March 1, 2013, from http://www.epmreview.com/Resources/Articles/Customer-Perspective.html

Balanced Scorecard
During the mid-90s, the advertising firm of Saatchi & Saatchi was facing a crisis both in terms of its core mission and also in terms of its 'branding' within the industry. Once a financial pioneer, the creative cohesion between the different branches had been lost. The agencies existed as "competitors only connected through common ownership" (Greenhalgh 2004:3). The organization set specific benchmarks for financial improvement: "growing our revenue base better than the market; converting 30% of that incremental revenue to operating profit; [and] doubling our earnings per share" and also strove to offer its core base of customers a more consistent product branded with a unique Saatchi style (Greenhalgh 2004:3).

Analysis

The company segmented its agencies to prioritize high-growth markets. The three categories were those of lead, drive, and prosper' agencies. Each category had different strategic challenges. The vast majority of Saatchi agencies fell into the 'prosper' category of possessing less…...

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Reference

Greenhalgh, C. (2004) Building a Strategic Balanced Scorecard: Saatchi & Saatchi

Complementary Case Study. Business Intelligence Company. Retrieved at:

 http://www.business-intelligence.co.uk/PDFdownloads/strat_bsc/Saatchisr.pdf

3.5. Leadership

Too often, managers will have the tendency to be technical, well organized, clear and succinct. While this approach is indubitably important, it should also be recognized that people do not only need to be managed, but they also need to be led. The transformational leadership style is gaining in popularity due to its focus on empowering employees and directing them in the sense of positive and beneficial change (Changing Minds).

(1) Measurement of the element -- questionnaires and interviews, performance assessments

(2) Source of element measurements -- organizational documents, employees and managers

(3) Ability of the element to stimulate motivation and performance -- through motivation and stimulation of involvement

3.6. Future of the employee

Employees will increase their loyalty to the firm when they feel that their future is secured by the entity. Two examples of how this could be achieved include training programs -- previously mentioned -- and retirement plans. Both show the…...

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References:

2010, Balanced Scorecard Basics, Balanced Scorecard Institute,   last accessed on June 30, 2010http://www.balancedscorecard.org/bscresources/aboutthebalancedscorecard/tabid/55/default.aspx 

2009: Economic Crisis or Opportunity? Talent Management, last accessed on June 30, 2010http://www.talentmgt.com/departments/dashboard/2009/February/861/index.php

Transformational Leadership, Changing Minds,   last accessed on June 30, 2010http://changingminds.org/disciplines/leadership/styles/transformational_leadership.htm 

U.S. Bureau of Labor Statistics,   / last accessed on June 30, 2010http://www.bls.gov 

Ultimately, McDonald's will have to drill down into the business processes that influence customer satisfaction and thus, frequency. Is service quick and efficient and are employees appropriately trained (alanced Scorecard 101)?

McDonald's could measure such elements as the amount of time from order to delivery, the number of employees attending and passing training classes (alanced Scorecard 101) and employee retention (Wendy's). Most large organizations such as McDonald's have a strategy in place and know the business processes that will help support the strategy. ut, it's difficult to bring that strategy down to its front lines so that the processes are executed efficient and effective (Wendy's). The alanced Scorecard will help McDonald's align its various divisions and restaurants with its strategy.

Competitive benchmarking suggests that McDonald's must move forward with a balanced scorecard to improve customer trial and frequency, business processes and strategic alignment as outlined in this paper. One of McDonald's main…...

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Bibliography

Balanced Scorecard 101. Retrieved August 17, 2006 from Web site:  http://www.exinfm.com/workshop_files/scorecard_101.pdf 

Marketing your restaurant: Part I. Retrieved August 17, 2006 from Web site:  http://qsrweb.com/article.php?id=90&prc=87&page=68 

Wendy's. Retrieved August 17, 2006 from Web site: https://www.bscol.com/education/exec/osm/hof/index.cfm?id=A01AB7DD-4ABF-466F-8F7EEE2DF61793FA

Balanced Scorecard- The Balanced Scorecard approach is a way to translate strategic objectives into tactical and measurable performance. It is a tool that outlines ways of the organization to strategically map their performance in ways that impact both the internal and external stakeholder, ultimately aiding the company in setting goals and managing the businesses' strategic plan. The manner in which an organization measures itself strongly affects the behavior of employees (internal) and consumers (external). If companies are to survive in a global and actively competitive model, they must use aggressive measurement to encourage change and performance (Lanabeer and Napiewocki, 2000; Stevens, et.al., 2006).
Tri-Citities Community Bank- TCCB is a successful bank located in the Midwest. Chris Billings is the new President of TCBB's south division, and believes that the Balanced Scorecard approach could be a useful tool to boost TCCB's performance. Billings particularly believes that a balanced scorecard would help TCCB…...

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REFERENCES

Langabeer, J. And J. Napiewocki. (2000). Competitive Business Strategy for Teaching

Hospitals. Quorum Books.

Silverthorne, S. (August 14, 2008). Executing Strategy with the Balanced Scorecard. BNet.com. Retrieved from:  http://www.bnet.com/blog/harvard/executing-strategy-with-the-balanced-scorecard/397 

Stan, D. (2001). Tri-Cities Community Bank A BALANCED SCORECARD CASE. Retrieved from  http://www.allbusiness.com/human-resources/employee-development/814343-1.html

Balanced scorecard seeks to provide a sense of strategic balance to an organization by focusing on four distinct perspectives, rather than having the organization orient itself strictly to maximizing shareholder wealth (Kaplan & Norton, 1996). The underlying logic of the balanced scorecard is that there are certain congruencies between the different perspectives. By understanding these perspectives, the firm is in a position where it can optimize its performance by maximizing key strategic elements (BSI, 2013). A good example of this is FedEx's "people-service-profits" philosophy, which draws a clear link between human resources, customer orientation and financial outcomes, and then makes those links a part of the corporation's overall strategy. One of the strengths of the balanced scorecard approach is that it can be adapted to meet the needs of many different types of organizations, including both not-for-profit enterprises, and public-private partnerships.
Heathrow

Basu, Little and Millard (2009) discuss how the balanced scorecard…...

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References

Basu, R., Little, C. & Millard, C. (2009). Case study: A fresh approach of the balanced scorecard in the Heathrow Terminal 5 project. Retrieved November 16, 2013 from http://www.perf-ex.co.uk/wp-content/uploads/2012/04/T5-case-study-MBE-papaer.pdf

BSI. (2013). Balanced scorecard basics. Balanced Scorecard Institute. Retrieved November 16, 2013 from  http://balancedscorecard.org/Resources/AbouttheBalancedScorecard/tabid/55/Default.aspx 

Kaplan, R.; Kaplan, R. & Norton, D. (1996). The balanced scorecard: Translating strategy into action. Harvard College.

Balanced Scorecard The balanced scorecard is a managerial approach based on the principle that four different elements of a business are interrelated. Thus, to optimize one, a strategy should seek to optimize all of them. The four elements in question are the financial, the business processes, the learning & growth and the customer. If one element is prioritized in the business, then the business will be unbalanced. The businesses that thrive in the long run are the businesses that are the most evenly balanced (QuickMBA, 2010).
According to the Balanced Scorecard Institute (2017), the balanced scorecard is used in a few different ways, including to communicate what management is trying to accomplish, to align the day-to-day work with strategy, to prioritize projects, and to monitor progress towards strategic targets.
Perhaps the easiest element of the scorecard is the one most managers are familiar with – the financial. Financial measures include things like sales…...

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References

Balanced Scorecard Institute (2017). Balanced scorecard basics. BSI. Retrieved August 1, 2017 from  http://www.balancedscorecard.org/BSC-Basics/About-the-Balanced-Scorecard 

Quick MBA (2010). The balanced scorecard. QuickMBA. Retrieved August 1, 2017 from  

 

http://www.quickmba.com/accounting/mgmt/balanced-scorecard/ 

Balance Scorecard for Fatura
Business organizations operate with the sole objective of effectively utilizing the input factors in order to maximize on the output. For this case, output is measured in terms of performance, which, essentially relates to the profits or customer satisfaction. In the industrial age, most managers relied heavily on conventional financial metrics as the only strategic measure to align the activities of the organization to the goals and objectives of the same organization. However, this perspective has gradually shifted in the information age. Balanced scorecard is the most recent strategic tool that most organizations currently use in their planning and management activities. It is crucial as far as the alignment of the business activities to the objectives of the firm, boost both internal and external communications, and assess the organization performance relative to strategic goals. BSC is classified into four quadrants that include customer, financial, internal business processes,…...

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References

Kaplan, R.S., & Norton, D.P. (1992). The Balanced Scorecard: Measures That Drive Performance. Retrieved June 18, 2008, from http://library.tmu.edu.tw/news/%5BHarvard%20Business%20Review%20-%20January-February%201992%5D%20-%20Kaplan%20&%20Norton%20-%20The%20Balanced%20Scorecard%20-%20Measures%20That%20Drive%20Pe.pdf

Kaplan, R.S. & Norton, D.P. (2004). Measuring the strategic readiness of intangible assets. Retrieved May 17, 2010, from  http://www.cma-slp.com/onlinelibrary/OL_English/Strategy%20Implementation/Management%20Accounting/MeasuringTheStrategicReadinessofIntangibleAssets.pdf 

Niven, P. (N.D.) Learning and Growth perspective. EPM Review. Retrieved May 17, 2010, from http://www.epmreview.com/Resources/Articles/Learning-and-Growth-Perspective.html

Gumbus, A. & Johnson, S.D. (2003, July). The balanced scorecard at Futura Industries. Strategic Finance. 85(1). 36-42. Retrieved May 17, 2010, from  http://proquest.umi.com/pqdweb?sid=1&vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=370139621&scaling=FULL&vtype=PQD&rqt=309&TS=1226799369&clientId=29440

This particular perspective is used in the accurate identification of infrastructure that a given company must acquire so as to compete in the future dynamic and highly competitive global market place.
The Balanced Scorecard has not just been praised for its theoretical soundness but has actually produced real results. Prickett (2003) noted that in 2003, a study that involved 35 firms in the UK proved that the best performance measurement strategies were implemented by firms that employed the Balance Scorecard approach of measurement. This study further indicated that companies that had been successful in their measurements because the Balanced Scorecard approach successfully identified certain critical indicators after a thorough consultation with all sectors of the firm's business team (including the lower level and the front line employees).

Extant literature on the Balanced Scorecard approach have shown a constant praise of the model. This is because as noted by Hagood and Friedman…...

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References

Arora, R. (2002) "Implementing KM -- a balanced score card approach." Journal of Knowledge Management, 6 (3) 240-9.

Drury, C (2007).management and Cost Accounting. Cengage Learning EMEA

Gadenne, D. (2000) "Brave new world: how can business meet new challenges in the 21st century?" Inaugural professorial lecture delivered on September 6, Central Queensland

Hagood, W.O. And Friedman, L. (2002) "Using the balanced scorecard to measure the performance of your HR information system." Public Personnel

Balanced Scorecard
Control and Adjustment of Environmental Factors for a New Bookstore: The Balanced Scorecard Perspective

All businesses, whether they are brand new and still in the planning stages or have been around for generations, must continually reappraise their position in their given market and industry in order to ensure that they are providing their shareholders and all stakeholders with the maximum possible benefit for their involvement with the business. Simply put, companies must make sure that their vision and strategies, in addition to being maintained with a high degree of focus and integrity, are also being implemented in effective and practical ways. There are a variety of different theoretical models that can help to translate the abstractions of visions and objectives into practical actions and decisions, and among the simplest yet potentially most effective of these models is the balanced scorecard.

The balanced scorecard model or framework was developed explicitly to provide…...

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References

Bourne, M. & Bourne, P. (2009). Balanced Scorecard (Instant Manager). London: Hodder & Stoughton.

Kaplan, R. & Norton, D. (2002). The Balanced Scorecard: Translating Strategy into Action. Cambridge, MA: Harvard Business Press.

Niven, P. (2002). Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results. New York: Wiley.

Olve, N. & Sjostrand, A. (2006). The Balanced Scorecard. New York: Wiley.

CMBS overcomes resistance to change by concentrating on quantifying customer satisfaction by asking for ratings of each aspect of a system installation after it has been installed. This gives each member of the team a high level of ownership in the metrics being measured, and over time they improve as CMBS system integration teams become more attuned to the unmet needs of their customers purchasing systems. In this regard BSC strategies with accountability for performance lead to continual efforts to improve scores on each metric defined as part of both the customers' expectations and the motivation CMBS integration teams have to improve their performance and gain greater financial results as well. In this way CMBS alleviates resistance to change by focusing on how to motivate employees to become active change agents for the good of the metrics measured on behalf of clients.
Defining BSC Perspectives for CMBS

The four perspectives of…...

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References

Elizabeth Barber. (2008). How to measure the "value" in value chains.

International Journal of Physical Distribution & Logistics Management, 38(9), 685-698.

Richard Barrett. (2004). Hype and reality in performance management.

Measuring Business Excellence, 8(2), 9-14.

Principles of Business Essay Topics

Ethics and Social Responsibility

The Importance of Ethical Decision-Making in Business
Sustainability and Corporate Social Responsibility: Balancing Profits and Planetary Health
The Role of Business in Addressing Social Issues
Whistleblower Protection and the Ethical Obligations of Employees

Innovation and Entrepreneurship

The Role of Innovation in Driving Business Growth
The Entrepreneurial Mindset: Characteristics and Erfolgsfaktoren
Creating an Innovative Work Environment
The Impact of Technology on Business Innovation

Leadership and Management

Effective Leadership Styles: Authoritarian, Democratic, and Laissez-faire
Motivating Employees: Theories and Best Practices
The Importance of Diversity and Inclusion in Management
Managing Organizational Change: Challenges and....

In conclusion, planning a strategy is essential for organizations to adapt quickly to changes in the market and stay ahead of competitors. The Balanced Scorecard framework, developed by Kaplan and Norton, provides a structured approach to translating abstract ideas into actionable plans across four perspectives: financial, customer, internal business processes, and learning and growth. Setting specific goals, understanding the cause-and-effect relationships between metrics, and developing effective leadership qualities are vital for success. Risk management plays a crucial role in ensuring organizational resilience in today's dynamic business environment. By utilizing these strategies and techniques, organizations can enhance their performance, mitigate potential....

Most Effective Performance Appraisal Tools for Assessing Employee Productivity in a Thesis
1. Balanced Scorecard
The Balanced Scorecard is a comprehensive performance management tool that measures employee performance across four perspectives: financial, customer, internal process, and learning and growth. It aligns individual goals with organizational objectives, providing a holistic view of employee contributions. By linking performance to strategic goals, the Balanced Scorecard effectively assesses productivity and drives desired outcomes.
2. Key Performance Indicators (KPIs)
KPIs are specific, measurable, achievable, relevant, and time-bound metrics that track employee progress towards critical goals. They define clear expectations and provide objective data for performance evaluation. By monitoring KPIs,....