The Balanced Scorecard Powerpoint Final
•Download as PPT, PDF•
19 likes•43,203 views
The balanced scorecard is a performance measurement framework that was created to address the shortcomings of solely using financial metrics to measure performance. It complements traditional financial measures with non-financial measures covering four perspectives: customer, internal business processes, learning and growth, and financial. The balanced scorecard is used by translating the organization's vision into objectives and measures across the four perspectives, communicating and linking strategic goals throughout the organization, incorporating strategic planning into the budgeting process, and providing feedback to continuously improve strategic performance and change. Many organizations across industries have adopted the balanced scorecard framework.
Report
Share
Report
Share
Recommended
Bsc presentation
The document discusses the balanced scorecard framework. It explains that a balanced scorecard translates an organization's mission and strategy into comprehensive performance measures across four perspectives: financial, customer, internal business processes, and learning and growth. This provides managers with a framework to implement strategy and navigate future success. Key metrics are balanced between outcomes and drivers of future performance. The balanced scorecard also emphasizes linking strategic objectives and measures, communicating strategy, and facilitating strategic feedback and learning.
Balanced scorecard
This document provides an overview of a training program on building, implementing, aligning and sustaining a balanced scorecard (BSC). It discusses the origins and history of the BSC framework developed by Kaplan and Norton. The training covers defining BSC concepts, the 9-step process for building and implementing a BSC, and how it can translate strategy into objectives and metrics. Group learning activities are included where participants analyze their organization's strategy, develop a value proposition, formulate objectives and create a strategy map to link objectives across perspectives.
Strategic management process
The document outlines the strategic management process, which consists of 5 key tasks: [1] Developing a strategic vision and mission, [2] Setting objectives, [3] Crafting a strategy, [4] Implementing and executing the strategy, and [5] Evaluating performance and initiating corrective adjustments. It emphasizes that strategy involves managerial choices to achieve organizational goals and compete successfully. Effective strategic management requires continuously monitoring performance, the external environment, and making adjustments to the strategy as needed.
BalanceScorecard-AnEffectiveTool
The document discusses using the Balanced Scorecard approach to help organizations better execute their strategies. It explains that the Balanced Scorecard helps track performance across key perspectives, set goals and targets, and provides feedback to improve both short-term and long-term strategic execution. The document also provides an example of how a Balanced Scorecard could be applied to an airline company to improve operating efficiency, profitability, customer satisfaction and other strategic goals.
Prsentation on space matrix
The document discusses the Strategic Position and Action Evaluation (SPACE) matrix, which is a tool used to evaluate strategic plans and determine a company's strategic posture in the market. It involves assessing factors related to an organization's competitive advantage, industry strength, environmental stability, and financial strength to plot the company's position on the SPACE matrix. The position will indicate which of four strategic postures - defensive, conservative, competitive, or aggressive - the company should pursue.
Organizational Diagnosis Questionnaire (ODQ)
The document describes an Organizational Diagnosis Questionnaire (ODQ) that is used to assess an organization across seven areas: purposes, structure, relationships, rewards, leadership, helpful mechanisms, and attitude toward change. The ODQ is based on Weisbord's Six-Box Organizational Model. It contains 35 questions to collect employees' perceptions in each of the seven areas. Consultants use the ODQ data along with other information to diagnose organizational strengths and weaknesses, identify problems, and develop appropriate interventions for organizational change.
Strategic management process
Strategic Management is the core course in MBA according to HEC recommended syllabus in Minhaj University, Lahore. and other HEC recognized Universities.
Strategic Management and Strategic HRM
Strategic management and strategic human resource management (SHRM) are discussed. Strategy is defined as a perspective, position, plan, and pattern that provides general guidance for actions to achieve organizational ends. SHRM involves integrating HR policies and practices to support business strategy and goals. Effective SHRM requires aligning HR with strategy, developing employees' skills and commitment, and ensuring HR strategies and policies work coherently together to fulfill organizational strategy. The document discusses various models and approaches to strategic management and SHRM.
Recommended
Bsc presentation
The document discusses the balanced scorecard framework. It explains that a balanced scorecard translates an organization's mission and strategy into comprehensive performance measures across four perspectives: financial, customer, internal business processes, and learning and growth. This provides managers with a framework to implement strategy and navigate future success. Key metrics are balanced between outcomes and drivers of future performance. The balanced scorecard also emphasizes linking strategic objectives and measures, communicating strategy, and facilitating strategic feedback and learning.
Balanced scorecard
This document provides an overview of a training program on building, implementing, aligning and sustaining a balanced scorecard (BSC). It discusses the origins and history of the BSC framework developed by Kaplan and Norton. The training covers defining BSC concepts, the 9-step process for building and implementing a BSC, and how it can translate strategy into objectives and metrics. Group learning activities are included where participants analyze their organization's strategy, develop a value proposition, formulate objectives and create a strategy map to link objectives across perspectives.
Strategic management process
The document outlines the strategic management process, which consists of 5 key tasks: [1] Developing a strategic vision and mission, [2] Setting objectives, [3] Crafting a strategy, [4] Implementing and executing the strategy, and [5] Evaluating performance and initiating corrective adjustments. It emphasizes that strategy involves managerial choices to achieve organizational goals and compete successfully. Effective strategic management requires continuously monitoring performance, the external environment, and making adjustments to the strategy as needed.
BalanceScorecard-AnEffectiveTool
The document discusses using the Balanced Scorecard approach to help organizations better execute their strategies. It explains that the Balanced Scorecard helps track performance across key perspectives, set goals and targets, and provides feedback to improve both short-term and long-term strategic execution. The document also provides an example of how a Balanced Scorecard could be applied to an airline company to improve operating efficiency, profitability, customer satisfaction and other strategic goals.
Prsentation on space matrix
The document discusses the Strategic Position and Action Evaluation (SPACE) matrix, which is a tool used to evaluate strategic plans and determine a company's strategic posture in the market. It involves assessing factors related to an organization's competitive advantage, industry strength, environmental stability, and financial strength to plot the company's position on the SPACE matrix. The position will indicate which of four strategic postures - defensive, conservative, competitive, or aggressive - the company should pursue.
Organizational Diagnosis Questionnaire (ODQ)
The document describes an Organizational Diagnosis Questionnaire (ODQ) that is used to assess an organization across seven areas: purposes, structure, relationships, rewards, leadership, helpful mechanisms, and attitude toward change. The ODQ is based on Weisbord's Six-Box Organizational Model. It contains 35 questions to collect employees' perceptions in each of the seven areas. Consultants use the ODQ data along with other information to diagnose organizational strengths and weaknesses, identify problems, and develop appropriate interventions for organizational change.
Strategic management process
Strategic Management is the core course in MBA according to HEC recommended syllabus in Minhaj University, Lahore. and other HEC recognized Universities.
Strategic Management and Strategic HRM
Strategic management and strategic human resource management (SHRM) are discussed. Strategy is defined as a perspective, position, plan, and pattern that provides general guidance for actions to achieve organizational ends. SHRM involves integrating HR policies and practices to support business strategy and goals. Effective SHRM requires aligning HR with strategy, developing employees' skills and commitment, and ensuring HR strategies and policies work coherently together to fulfill organizational strategy. The document discusses various models and approaches to strategic management and SHRM.
Balanced scorecard ppt slides
This document provides an overview of managing corporate performance using the balanced scorecard approach. It discusses key components of performance management including identifying strategic objectives and key performance indicators across four perspectives: financial, customer, internal processes, and learning and growth. Strategy maps are presented as a framework to translate strategies into objectives and measures across each perspective. Examples are also given of strategy maps tailored for different corporate functions like HR, IT, finance and marketing.
Business Strategy and Corporate Culture
Alignment of Business Strategy and Corporate Culture, without which the resultant disconnect will cause chaos, failure and corporate catastrophe.
Challenges of organizational design
The document discusses three key challenges of organizational design: balancing differentiation and integration, balancing centralization and decentralization, and balancing standardization and mutual adjustment. It focuses on differentiation and integration, explaining that differentiation is how tasks and roles are structured, while integration coordinates different tasks and roles. There are several mechanisms for integration, such as hierarchies, direct contact between managers, liaison roles, task forces, teams, and integrating roles/departments. The goal is achieving the right balance of differentiation and integration.
Strategic Management Assignment Sample
Today news channels are not only providing information about the company but also avails different kind of knowledge. In such context, the present research report is being framed which is emphasizing on strategic analysis of MSNBC. It is the America’s largest broadcasting organization that facilitates different type of information to the customers about several aspects. The present research report is focusing on the strategic analysis of MSNBC in which the marketing strategies of its competitors are mentioned. The company is also provided with some recommendations for the purpose of building the brand image of the company in different markets. The company has been trying to expand the business in other countries in which they are framing different marketing strategies as that will also help in getting greater market share. Based on such analysis, the report is going to use strategic options for business development.
Strategy Organizational Design Effectiveness and Managing Change.pdf
Consider how organizational design is affected by The choice of goals and strategy. New goals and strategies are often selected based on environmental needs, and then top management attempts to redesign the organization to achieve those ends.
Performance measurements feedback into the internal environment, so that past performance of the organization is assessed by top management in setting new goals and strategies for the future.
Choices that top management makes about goals, strategy, and organizational design have a huge impact on organizational effectiveness.
Strategic Performance Management
Strategic performance management involves aligning employee performance with organizational goals. It is a proactive partnership between employees and management. Performance management helps improve individual and team performance to deliver sustained organizational success. Strategic performance management provides frameworks and indicators to help formulate strategy, allow strategic insights, and inform strategic decision making. Key frameworks include the balanced scorecard and performance prism. Performance indicators should be relevant, clearly defined, and drive progress toward objectives. Targets provide measurable marks of achievement aligned with objectives. Strategic performance management is crucial for effective organizational development and growth.
Balanced Scorecard Deployment Process Training Module
The Balanced Scorecard Deployment Training Module v8.0 includes:
1. MS PowerPoint Presentation including 79 slides covering Balanced Scorecard History & Benefits, Four Dimensions of a Balanced Scorecard, Balanced Scorecard Development & Deployment Process, Balanced Scorecard Deployment Challenges & Resolution Strategies, Balanced Scorecard Template & Detailed Instructions, and Project Evaluation & Selection Matrix.
2. MS Excel Balanced Scorecard Template and Example
3. MS Word Workshop Agenda & Evaluation Sheet for a Balanced Scorecard Development Workshop
4. MS Excel Project Evaluation & Selection Matrix to ensure alignment of Operational Excellence, Lean Management, and Six Sigma projects to the Balanced Scorecard
Balanace score card ppt
The document discusses the balanced scorecard framework. It describes the balanced scorecard as having four key business perspectives: financial, customer, internal process, and learning and growth. It provides examples of metrics that could be used for each perspective. Companies adopt the balanced scorecard to help with change, growth, and implementation efforts. The balanced scorecard helps align business activities with vision and strategy and provides a comprehensive view of organizational performance.
Organizational culture
This document discusses organizational culture, including its definition, characteristics, elements and how it forms. It defines organizational culture as a system of shared meaning among members. Key elements include shared values, assumptions, artifacts like language, stories, rituals and physical structures. Culture forms based on founders' philosophy and is reinforced through socialization, symbols and stories. Strong cultures can increase commitment but also inhibit change. The four main culture types are clan, adhocracy, hierarchy and market. Culture affects organizational effectiveness and performance.
Strategic management theories
This report is about combination of various strategic management theories which has explains by different authors with different viewpoints according to the situations which they are looking at.
Strategic management can be basically describe as a process which analysis the current situation and make strategies which will matches to that. Basically strategic management has three main processes which can name as strategic formulation, implementation and evaluation.
First this report explains about what is strategic management and how it has implemented and how if effects for an organization. Compare to that briefing then the report focus on the theories which has found out to be explain in the journals which has selected to review the strategic management theories.
And then the report contains about the strengths and weaknesses of the each selected strategic management theory. After that it contains about a combination of all the theories which has mention in the report, to fill up the gap of each theory using the strength of the other.
Finally, in the conclusion the report shows the final view of the researcher about the finding throughout the research and the assumption which can make about combination of the strategic management theories and the use of this combination for a better performance.
Organizational developement : Continuous change
All aspects of organization development and change management are linked in these resources. They access information about group facilitation, culture change, consulting, managing change, planned change, and leading edge topics such as emotional intelligence and large group processes.
Chap013 corporate culture ane leadership
This chapter discusses the importance of corporate culture and its relationship to strategy execution. It defines corporate culture as a company's core values, beliefs, operating styles and behaviors. A company's culture can either help or hinder its ability to execute its strategy. When a company's culture promotes behaviors that are well-aligned with strategic requirements, it provides clear guidance to employees and drives commitment to strategic goals. However, cultural norms that conflict with strategic needs can create mixed signals and obstacles to execution. The chapter outlines different types of cultures and strategies for aligning culture and strategy, such as changing incentive systems, hiring practices, leadership and cultural symbols.
Strategic management
This document provides an overview of strategic management. It begins by defining strategic management and describing the strategic management process, which includes strategy formulation, implementation, and evaluation. It then discusses integrating analysis and intuition in strategic management. The rest of the document covers topics like the objectives and stages of strategic management, key terms, strategies used by companies in 2011, benefits and pitfalls of strategic management, and comparisons to military strategy.
The Internal Assessment
The document outlines key topics from Chapter 4 of a strategic management textbook, including:
- The internal audit process examines functional business areas to understand strengths and weaknesses
- Culture and strategy must be integrated, as culture can inhibit strategic changes if not aligned
- Resource-based view suggests competitive advantage comes from valuable internal resources rather than external factors
- Financial ratios and other metrics are used to evaluate performance across marketing, production, R&D, and other functions
Balanced scorecard
The balanced scorecard is a strategic planning and management system developed by Kaplan and Norton to align business activities with organizational vision and strategy. It adds non-financial metrics to traditional financial measures to provide managers a more balanced view of performance. The balanced scorecard translates strategy into objectives and initiatives, communicates goals across levels, and enables strategic learning through real-time performance measurement and feedback. It covers four perspectives: financial, customer, internal processes, and learning and growth.
Talent Management and Succession Planning Models
This document discusses integrating assessment data from ProfileXT and CheckPoint into succession planning and talent management. It includes examples of development grids that classify employees based on their potential and performance, and how to provide different types of development and feedback to employees in each classification. The goal is to actively develop high potential employees for future leadership roles and close any gaps in the leadership pipeline.
Balanced Scorecard Performance Management
The Balanced Scorecard is a performance management approach that helps organizations translate their vision and strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides a framework for organizations to plan, measure, and manage performance and progress toward strategic goals. The Balanced Scorecard uses a mix of lagging and leading performance indicators to help organizations monitor and improve performance.
Talent Dev Framework
A presentation made as part of a job application process with Alaska Air Group. Focus was 15 min to give my thoughts on developing a framework.
Organizational life cycle
Organizational life cycle:
Organizational Birth,
Population Ecology Model of Organizational Birth, The Institutional Theory of Organizational Growth, Greiner’s Model of Organizational Growth,
Organizational Decline and Death,
Weitzel and Jonsson’s Model of Organizational Decline
Strategy Formulation and Implementation
This document summarizes key concepts in strategic management including:
1) Strategic management involves formulating and implementing strategies to achieve organizational goals and gain a competitive advantage.
2) Grand strategies include growth, stability, and retrenchment while global strategies include globalization, multinational, and transnational approaches.
3) Strategy formulation occurs at the corporate, business unit, and functional levels and involves analyzing strengths, weaknesses, opportunities, and threats.
4) Implementing strategies requires changes to organizational structure, leadership, culture, and information systems.
S COMPANIES AROUND THE WORLD transform themselves for c.docx
S COMPANIES AROUND THE WORLD transform themselves
for competition that is based on information, their abil-
ity to exploit intangible assets has become far more
decisive than their ability to invest in and manage
physical assets. Several years ago, in recognition of this change,
we introduced a concept we called the balanced scorecard. The
balanced scorecard supplemented traditional fi nancial measures
with criteria that measured performance from three additional
perspectives – those of customers, internal business processes,
and learning and growth. (See the exhibit “Translating Vision
and Strategy: Four Perspectives.”) It therefore enabled compa-
nies to track fi nancial results while simultaneously monitoring
progress in building the capabilities and acquiring the intangible
assets they would need for future growth. The scorecard wasn’t
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
fi nancial performance, the concept has
given a generation of managers a better
understanding of how their companies are
really doing.
These nonfi nancial metrics are so valu-
able mainly because they predict future
fi nancial performance rather than simply
report what’s already happened. This
article, fi rst published in 1996, describes
how the balanced scorecard can help
senior managers systematically link current
actions with tomorrow’s goals, focusing
on that place where, in the words of the
authors, “the rubber meets the sky.”
Using the Balanced Scorecard
as a Strategic Management System
by Robert S. Kaplan and David P. Norton
A
MANAGING FOR THE LONG TERM | BEST OF HBR | January–February 1996
150 Harvard Business Review | July–August 2007 | hbr.org
R
o
b
e
rt
M
e
g
an
ck
1284 Kaplan.indd 1501284 Kaplan.indd 150 6/7/07 10:51:38 AM6/7/07 10:51:38 AM
MANAGING FOR THE LONG TERM | BEST OF HBR | Using the Balanced Scorecard as a Strategic Management System
152 Harvard Business Review | July–August 2007 | hbr.org
a replacement for fi nancial measures;
it was their complement.
Recently, we have seen some compa-
nies move beyond our early vision for
the scorecard to discover its value as the
cornerstone of a new strategic manage-
ment system. Used this way, the score-
card addresses a serious defi ciency in
traditional management systems: their
inability to link a company’s long-term
strategy with its short-term actions.
Most companies’ operational and
management control systems are built
around fi nancial measures and targets,
which bear little relation to the com-
pany’s progress in achieving long-term
strategic objectives. Thus the emphasis
most companies place on short-term fi -
nancial measures leaves a gap between
the development of a strategy and its
implementation.
Managers us ...
S COMPANIES AROUND THE WORLD transform themselves for c.docx
S COMPANIES AROUND THE WORLD transform themselves
for competition that is based on information, their abil-
ity to exploit intangible assets has become far more
decisive than their ability to invest in and manage
physical assets. Several years ago, in recognition of this change,
we introduced a concept we called the balanced scorecard. The
balanced scorecard supplemented traditional fi nancial measures
with criteria that measured performance from three additional
perspectives – those of customers, internal business processes,
and learning and growth. (See the exhibit “Translating Vision
and Strategy: Four Perspectives.”) It therefore enabled compa-
nies to track fi nancial results while simultaneously monitoring
progress in building the capabilities and acquiring the intangible
assets they would need for future growth. The scorecard wasn’t
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
fi nancial performance, the concept has
given a generation of managers a better
understanding of how their companies are
really doing.
These nonfi nancial metrics are so valu-
able mainly because they predict future
fi nancial performance rather than simply
report what’s already happened. This
article, fi rst published in 1996, describes
how the balanced scorecard can help
senior managers systematically link current
actions with tomorrow’s goals, focusing
on that place where, in the words of the
authors, “the rubber meets the sky.”
Using the Balanced Scorecard
as a Strategic Management System
by Robert S. Kaplan and David P. Norton
A
MANAGING FOR THE LONG TERM | BEST OF HBR | January–February 1996
150 Harvard Business Review | July–August 2007 | hbr.org
R
o
b
e
rt
M
e
g
an
ck
1284 Kaplan.indd 1501284 Kaplan.indd 150 6/7/07 10:51:38 AM6/7/07 10:51:38 AM
MANAGING FOR THE LONG TERM | BEST OF HBR | Using the Balanced Scorecard as a Strategic Management System
152 Harvard Business Review | July–August 2007 | hbr.org
a replacement for fi nancial measures;
it was their complement.
Recently, we have seen some compa-
nies move beyond our early vision for
the scorecard to discover its value as the
cornerstone of a new strategic manage-
ment system. Used this way, the score-
card addresses a serious defi ciency in
traditional management systems: their
inability to link a company’s long-term
strategy with its short-term actions.
Most companies’ operational and
management control systems are built
around fi nancial measures and targets,
which bear little relation to the com-
pany’s progress in achieving long-term
strategic objectives. Thus the emphasis
most companies place on short-term fi -
nancial measures leaves a gap between
the development of a strategy and its
implementation.
Managers us.
More Related Content
What's hot
Balanced scorecard ppt slides
This document provides an overview of managing corporate performance using the balanced scorecard approach. It discusses key components of performance management including identifying strategic objectives and key performance indicators across four perspectives: financial, customer, internal processes, and learning and growth. Strategy maps are presented as a framework to translate strategies into objectives and measures across each perspective. Examples are also given of strategy maps tailored for different corporate functions like HR, IT, finance and marketing.
Business Strategy and Corporate Culture
Alignment of Business Strategy and Corporate Culture, without which the resultant disconnect will cause chaos, failure and corporate catastrophe.
Challenges of organizational design
The document discusses three key challenges of organizational design: balancing differentiation and integration, balancing centralization and decentralization, and balancing standardization and mutual adjustment. It focuses on differentiation and integration, explaining that differentiation is how tasks and roles are structured, while integration coordinates different tasks and roles. There are several mechanisms for integration, such as hierarchies, direct contact between managers, liaison roles, task forces, teams, and integrating roles/departments. The goal is achieving the right balance of differentiation and integration.
Strategic Management Assignment Sample
Today news channels are not only providing information about the company but also avails different kind of knowledge. In such context, the present research report is being framed which is emphasizing on strategic analysis of MSNBC. It is the America’s largest broadcasting organization that facilitates different type of information to the customers about several aspects. The present research report is focusing on the strategic analysis of MSNBC in which the marketing strategies of its competitors are mentioned. The company is also provided with some recommendations for the purpose of building the brand image of the company in different markets. The company has been trying to expand the business in other countries in which they are framing different marketing strategies as that will also help in getting greater market share. Based on such analysis, the report is going to use strategic options for business development.
Strategy Organizational Design Effectiveness and Managing Change.pdf
Consider how organizational design is affected by The choice of goals and strategy. New goals and strategies are often selected based on environmental needs, and then top management attempts to redesign the organization to achieve those ends.
Performance measurements feedback into the internal environment, so that past performance of the organization is assessed by top management in setting new goals and strategies for the future.
Choices that top management makes about goals, strategy, and organizational design have a huge impact on organizational effectiveness.
Strategic Performance Management
Strategic performance management involves aligning employee performance with organizational goals. It is a proactive partnership between employees and management. Performance management helps improve individual and team performance to deliver sustained organizational success. Strategic performance management provides frameworks and indicators to help formulate strategy, allow strategic insights, and inform strategic decision making. Key frameworks include the balanced scorecard and performance prism. Performance indicators should be relevant, clearly defined, and drive progress toward objectives. Targets provide measurable marks of achievement aligned with objectives. Strategic performance management is crucial for effective organizational development and growth.
Balanced Scorecard Deployment Process Training Module
The Balanced Scorecard Deployment Training Module v8.0 includes:
1. MS PowerPoint Presentation including 79 slides covering Balanced Scorecard History & Benefits, Four Dimensions of a Balanced Scorecard, Balanced Scorecard Development & Deployment Process, Balanced Scorecard Deployment Challenges & Resolution Strategies, Balanced Scorecard Template & Detailed Instructions, and Project Evaluation & Selection Matrix.
2. MS Excel Balanced Scorecard Template and Example
3. MS Word Workshop Agenda & Evaluation Sheet for a Balanced Scorecard Development Workshop
4. MS Excel Project Evaluation & Selection Matrix to ensure alignment of Operational Excellence, Lean Management, and Six Sigma projects to the Balanced Scorecard
Balanace score card ppt
The document discusses the balanced scorecard framework. It describes the balanced scorecard as having four key business perspectives: financial, customer, internal process, and learning and growth. It provides examples of metrics that could be used for each perspective. Companies adopt the balanced scorecard to help with change, growth, and implementation efforts. The balanced scorecard helps align business activities with vision and strategy and provides a comprehensive view of organizational performance.
Organizational culture
This document discusses organizational culture, including its definition, characteristics, elements and how it forms. It defines organizational culture as a system of shared meaning among members. Key elements include shared values, assumptions, artifacts like language, stories, rituals and physical structures. Culture forms based on founders' philosophy and is reinforced through socialization, symbols and stories. Strong cultures can increase commitment but also inhibit change. The four main culture types are clan, adhocracy, hierarchy and market. Culture affects organizational effectiveness and performance.
Strategic management theories
This report is about combination of various strategic management theories which has explains by different authors with different viewpoints according to the situations which they are looking at.
Strategic management can be basically describe as a process which analysis the current situation and make strategies which will matches to that. Basically strategic management has three main processes which can name as strategic formulation, implementation and evaluation.
First this report explains about what is strategic management and how it has implemented and how if effects for an organization. Compare to that briefing then the report focus on the theories which has found out to be explain in the journals which has selected to review the strategic management theories.
And then the report contains about the strengths and weaknesses of the each selected strategic management theory. After that it contains about a combination of all the theories which has mention in the report, to fill up the gap of each theory using the strength of the other.
Finally, in the conclusion the report shows the final view of the researcher about the finding throughout the research and the assumption which can make about combination of the strategic management theories and the use of this combination for a better performance.
Organizational developement : Continuous change
All aspects of organization development and change management are linked in these resources. They access information about group facilitation, culture change, consulting, managing change, planned change, and leading edge topics such as emotional intelligence and large group processes.
Chap013 corporate culture ane leadership
This chapter discusses the importance of corporate culture and its relationship to strategy execution. It defines corporate culture as a company's core values, beliefs, operating styles and behaviors. A company's culture can either help or hinder its ability to execute its strategy. When a company's culture promotes behaviors that are well-aligned with strategic requirements, it provides clear guidance to employees and drives commitment to strategic goals. However, cultural norms that conflict with strategic needs can create mixed signals and obstacles to execution. The chapter outlines different types of cultures and strategies for aligning culture and strategy, such as changing incentive systems, hiring practices, leadership and cultural symbols.
Strategic management
This document provides an overview of strategic management. It begins by defining strategic management and describing the strategic management process, which includes strategy formulation, implementation, and evaluation. It then discusses integrating analysis and intuition in strategic management. The rest of the document covers topics like the objectives and stages of strategic management, key terms, strategies used by companies in 2011, benefits and pitfalls of strategic management, and comparisons to military strategy.
The Internal Assessment
The document outlines key topics from Chapter 4 of a strategic management textbook, including:
- The internal audit process examines functional business areas to understand strengths and weaknesses
- Culture and strategy must be integrated, as culture can inhibit strategic changes if not aligned
- Resource-based view suggests competitive advantage comes from valuable internal resources rather than external factors
- Financial ratios and other metrics are used to evaluate performance across marketing, production, R&D, and other functions
Balanced scorecard
The balanced scorecard is a strategic planning and management system developed by Kaplan and Norton to align business activities with organizational vision and strategy. It adds non-financial metrics to traditional financial measures to provide managers a more balanced view of performance. The balanced scorecard translates strategy into objectives and initiatives, communicates goals across levels, and enables strategic learning through real-time performance measurement and feedback. It covers four perspectives: financial, customer, internal processes, and learning and growth.
Talent Management and Succession Planning Models
This document discusses integrating assessment data from ProfileXT and CheckPoint into succession planning and talent management. It includes examples of development grids that classify employees based on their potential and performance, and how to provide different types of development and feedback to employees in each classification. The goal is to actively develop high potential employees for future leadership roles and close any gaps in the leadership pipeline.
Balanced Scorecard Performance Management
The Balanced Scorecard is a performance management approach that helps organizations translate their vision and strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides a framework for organizations to plan, measure, and manage performance and progress toward strategic goals. The Balanced Scorecard uses a mix of lagging and leading performance indicators to help organizations monitor and improve performance.
Talent Dev Framework
A presentation made as part of a job application process with Alaska Air Group. Focus was 15 min to give my thoughts on developing a framework.
Organizational life cycle
Organizational life cycle:
Organizational Birth,
Population Ecology Model of Organizational Birth, The Institutional Theory of Organizational Growth, Greiner’s Model of Organizational Growth,
Organizational Decline and Death,
Weitzel and Jonsson’s Model of Organizational Decline
Strategy Formulation and Implementation
This document summarizes key concepts in strategic management including:
1) Strategic management involves formulating and implementing strategies to achieve organizational goals and gain a competitive advantage.
2) Grand strategies include growth, stability, and retrenchment while global strategies include globalization, multinational, and transnational approaches.
3) Strategy formulation occurs at the corporate, business unit, and functional levels and involves analyzing strengths, weaknesses, opportunities, and threats.
4) Implementing strategies requires changes to organizational structure, leadership, culture, and information systems.
What's hot (20)
Strategy Organizational Design Effectiveness and Managing Change.pdf
Strategy Organizational Design Effectiveness and Managing Change.pdf
Balanced Scorecard Deployment Process Training Module
Balanced Scorecard Deployment Process Training Module
Similar to The Balanced Scorecard Powerpoint Final
S COMPANIES AROUND THE WORLD transform themselves for c.docx
S COMPANIES AROUND THE WORLD transform themselves
for competition that is based on information, their abil-
ity to exploit intangible assets has become far more
decisive than their ability to invest in and manage
physical assets. Several years ago, in recognition of this change,
we introduced a concept we called the balanced scorecard. The
balanced scorecard supplemented traditional fi nancial measures
with criteria that measured performance from three additional
perspectives – those of customers, internal business processes,
and learning and growth. (See the exhibit “Translating Vision
and Strategy: Four Perspectives.”) It therefore enabled compa-
nies to track fi nancial results while simultaneously monitoring
progress in building the capabilities and acquiring the intangible
assets they would need for future growth. The scorecard wasn’t
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
fi nancial performance, the concept has
given a generation of managers a better
understanding of how their companies are
really doing.
These nonfi nancial metrics are so valu-
able mainly because they predict future
fi nancial performance rather than simply
report what’s already happened. This
article, fi rst published in 1996, describes
how the balanced scorecard can help
senior managers systematically link current
actions with tomorrow’s goals, focusing
on that place where, in the words of the
authors, “the rubber meets the sky.”
Using the Balanced Scorecard
as a Strategic Management System
by Robert S. Kaplan and David P. Norton
A
MANAGING FOR THE LONG TERM | BEST OF HBR | January–February 1996
150 Harvard Business Review | July–August 2007 | hbr.org
R
o
b
e
rt
M
e
g
an
ck
1284 Kaplan.indd 1501284 Kaplan.indd 150 6/7/07 10:51:38 AM6/7/07 10:51:38 AM
MANAGING FOR THE LONG TERM | BEST OF HBR | Using the Balanced Scorecard as a Strategic Management System
152 Harvard Business Review | July–August 2007 | hbr.org
a replacement for fi nancial measures;
it was their complement.
Recently, we have seen some compa-
nies move beyond our early vision for
the scorecard to discover its value as the
cornerstone of a new strategic manage-
ment system. Used this way, the score-
card addresses a serious defi ciency in
traditional management systems: their
inability to link a company’s long-term
strategy with its short-term actions.
Most companies’ operational and
management control systems are built
around fi nancial measures and targets,
which bear little relation to the com-
pany’s progress in achieving long-term
strategic objectives. Thus the emphasis
most companies place on short-term fi -
nancial measures leaves a gap between
the development of a strategy and its
implementation.
Managers us ...
S COMPANIES AROUND THE WORLD transform themselves for c.docx
S COMPANIES AROUND THE WORLD transform themselves
for competition that is based on information, their abil-
ity to exploit intangible assets has become far more
decisive than their ability to invest in and manage
physical assets. Several years ago, in recognition of this change,
we introduced a concept we called the balanced scorecard. The
balanced scorecard supplemented traditional fi nancial measures
with criteria that measured performance from three additional
perspectives – those of customers, internal business processes,
and learning and growth. (See the exhibit “Translating Vision
and Strategy: Four Perspectives.”) It therefore enabled compa-
nies to track fi nancial results while simultaneously monitoring
progress in building the capabilities and acquiring the intangible
assets they would need for future growth. The scorecard wasn’t
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
fi nancial performance, the concept has
given a generation of managers a better
understanding of how their companies are
really doing.
These nonfi nancial metrics are so valu-
able mainly because they predict future
fi nancial performance rather than simply
report what’s already happened. This
article, fi rst published in 1996, describes
how the balanced scorecard can help
senior managers systematically link current
actions with tomorrow’s goals, focusing
on that place where, in the words of the
authors, “the rubber meets the sky.”
Using the Balanced Scorecard
as a Strategic Management System
by Robert S. Kaplan and David P. Norton
A
MANAGING FOR THE LONG TERM | BEST OF HBR | January–February 1996
150 Harvard Business Review | July–August 2007 | hbr.org
R
o
b
e
rt
M
e
g
an
ck
1284 Kaplan.indd 1501284 Kaplan.indd 150 6/7/07 10:51:38 AM6/7/07 10:51:38 AM
MANAGING FOR THE LONG TERM | BEST OF HBR | Using the Balanced Scorecard as a Strategic Management System
152 Harvard Business Review | July–August 2007 | hbr.org
a replacement for fi nancial measures;
it was their complement.
Recently, we have seen some compa-
nies move beyond our early vision for
the scorecard to discover its value as the
cornerstone of a new strategic manage-
ment system. Used this way, the score-
card addresses a serious defi ciency in
traditional management systems: their
inability to link a company’s long-term
strategy with its short-term actions.
Most companies’ operational and
management control systems are built
around fi nancial measures and targets,
which bear little relation to the com-
pany’s progress in achieving long-term
strategic objectives. Thus the emphasis
most companies place on short-term fi -
nancial measures leaves a gap between
the development of a strategy and its
implementation.
Managers us.
S COMPANIES AROUND THE WORLD transform themselves for c.docx
S COMPANIES AROUND THE WORLD transform themselves
for competition that is based on information, their abil-
ity to exploit intangible assets has become far more
decisive than their ability to invest in and manage
physical assets. Several years ago, in recognition of this change,
we introduced a concept we called the balanced scorecard. The
balanced scorecard supplemented traditional fi nancial measures
with criteria that measured performance from three additional
perspectives – those of customers, internal business processes,
and learning and growth. (See the exhibit “Translating Vision
and Strategy: Four Perspectives.”) It therefore enabled compa-
nies to track fi nancial results while simultaneously monitoring
progress in building the capabilities and acquiring the intangible
assets they would need for future growth. The scorecard wasn’t
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
fi nancial performance, the concept has
given a generation of managers a better
understanding of how their companies are
really doing.
These nonfi nancial metrics are so valu-
able mainly because they predict future
fi nancial performance rather than simply
report what’s already happened. This
article, fi rst published in 1996, describes
how the balanced scorecard can help
senior managers systematically link current
actions with tomorrow’s goals, focusing
on that place where, in the words of the
authors, “the rubber meets the sky.”
Using the Balanced Scorecard
as a Strategic Management System
by Robert S. Kaplan and David P. Norton
A
MANAGING FOR THE LONG TERM | BEST OF HBR | January–February 1996
150 Harvard Business Review | July–August 2007 | hbr.org
R
o
b
e
rt
M
e
g
an
ck
1284 Kaplan.indd 1501284 Kaplan.indd 150 6/7/07 10:51:38 AM6/7/07 10:51:38 AM
MANAGING FOR THE LONG TERM | BEST OF HBR | Using the Balanced Scorecard as a Strategic Management System
152 Harvard Business Review | July–August 2007 | hbr.org
a replacement for fi nancial measures;
it was their complement.
Recently, we have seen some compa-
nies move beyond our early vision for
the scorecard to discover its value as the
cornerstone of a new strategic manage-
ment system. Used this way, the score-
card addresses a serious defi ciency in
traditional management systems: their
inability to link a company’s long-term
strategy with its short-term actions.
Most companies’ operational and
management control systems are built
around fi nancial measures and targets,
which bear little relation to the com-
pany’s progress in achieving long-term
strategic objectives. Thus the emphasis
most companies place on short-term fi -
nancial measures leaves a gap between
the development of a strategy and its
implementation.
Managers us ...
balanced score card
The balanced scorecard is a strategic performance management tool that allows managers to track execution of activities and monitor consequences. It was created by Kaplan and Norton to provide a balanced view of organizational performance across four perspectives: financial, customer, internal business processes, and learning and growth. The balanced scorecard translates an organization's vision and strategy into objectives and measures across these four perspectives, allowing managers to monitor performance and make informed strategic decisions. It has benefits like improved strategy communication and execution, better performance reporting, and better organizational alignment. Many major companies worldwide use the balanced scorecard approach to manage performance.
Balanced Scorecard Strategic Management
This document examines the Balanced Scorecard Model within Strategic Management. It discusses the four perspectives of the Balanced Scorecard - financial, customer, internal processes, and learning and growth. It then discusses how organizations like the Kenya Red Cross implement the Balanced Scorecard and looks at some limitations and modern adaptations of the model.
Strategic Planning & Managment
The balanced scorecard is a performance measurement framework that was developed to help organizations implement their strategies by translating strategic objectives into tangible goals and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides managers with a comprehensive view of business performance that more closely aligns operational activities to the vision and strategy of the organization. The balanced scorecard approach links long-term strategic objectives to short-term actions, allowing organizations to track progress and make necessary adjustments to ensure the achievement of goals.
Branding PlanWho are weWhat is our focus How wil.docx
Branding Plan
Who are we?
What is our focus?
How will we accomplish this?
i
When do we plan to meet our goals?
Bayou STEM Educational Group is a firm dedicated to providing quality
STEM experiences and resources for various educational entities.
Our motto is to "bridge academic gaps through STEM.
We aim to:
create a clear mission and vision.
increase digital presence.
promote company's Educational and STEM Specialists.
increase interactions with STEM organizations.
Within
one day
Within
one week
Within
one year
Create a clear
mission and vision
Increase digital
presence
Promote company's Educational
and STEM Specialists
Increase interactions with
STEM organizations.
Research mission and
vision statements of
similar companies.
Create accounts on the
top 5 social media outlets.
Create a social media
schedule.
Plan focus for posts and
create post content.
Create a website
Publish blogs catered to
specialists.
Record podcasts led by
specialists.
Promote specialists on
digital platforms.
.
Share posts from other
organizations.
Publish articles in STEM
journals/magazines.
Meet with organizations in
various settings.
What are our goals?
Within one
month
Dr. Tyler Zerwekh
Capella University
BY:
Amar Galco.
Scorecard Presentation
Content’s
Introduction to Kine Medical center.
Mission and Vision.
Balanced Scorecard.
The Four Elements of the Balanced Scorecard
Financial Perspective
Internal Perspective
Learning and Growth
Customer Perspective
Recommendations
References
Introduction
Kine’s Medical Center has struggled over the years to improve on the quality of care that it provides. In the current project, we aim to develop a balanced scorecard, that will enable the company pursue its ambition. Moreover, the system has a direct association with vision, mission and strategy of the company which is beneficial for the organization.
Mission and vision.
The kind of service that patient's receive does not only determine the level of patient outcome, but also the quality of care delivered by providers. We always try our best.
Each patient is treated with kindness and compassion through fairness, honesty and integrity.
All workers are treated with respect, dignity, and equality.
An organization can be considered successful if it can adequately address the needs of its customers, Kine is always applying more efforts for better enhancement of the healthcare organization.
Balanced Scorecard.
A balanced scorecard is a performance metric used in strategic management to identify and improve various internal functions of a business and their resulting external outcomes.
Balanced scorecard has four major elements for
assessing organizational performance.
These facets include-
Financial.
Internal perspective,
Learning and Growth,
and Customer perspective. (Kaplan & Norton, 1998).
The above men.
An Integrated Balanced Scorecard Strategic Planning Model For Nonprofit Organ...
This document discusses how the Balanced Scorecard model can be used as a strategic planning tool for non-profit organizations. It begins by providing background on the Balanced Scorecard and how it was developed to address shortcomings in traditional strategic planning. It then describes the key components of the Balanced Scorecard model, including the four perspectives of financial, internal processes, customers, and learning and growth. Finally, it proposes how a non-profit could implement the Balanced Scorecard model, noting that for non-profits the customer perspective is most important rather than the financial perspective.
The balanced scorecard method - strategy
The balanced scorecard is a strategic planning tool used by businesses to align goals and initiatives across four perspectives: financial, customer, internal processes, and learning and growth. It was created by Kaplan and Norton to provide a more holistic view of organizational performance beyond just financial measures. Managers use the balanced scorecard to translate strategy into objectives and measures, communicate strategy to employees, link strategic objectives to budgeting and resource allocation, and monitor performance regularly to ensure goals are met.
OKRS and Balanced Scorecard.pdf
OKRs and balanced scorecards are both performance management frameworks for defining and tracking goals, but they differ in several key ways. Balanced scorecards rely on a rigid structure across four categories (financial, customer, internal processes, learning & growth) and are typically set annually. Objectives and key results (OKRs) do not use a rigid structure and are set quarterly or monthly, with frequent reviews. Balanced scorecards directly tie compensation to goals, while OKRs are not intended to be tied to performance reviews. The frameworks can be used together, with balanced scorecards providing an annual strategic view and OKRs focusing on more immediate, measurable goals.
Scorecard 3
The document discusses the basics of the balanced scorecard approach. It explains that the balanced scorecard addresses weaknesses of classical strategic planning and performance management by providing an integrated framework. Key aspects include having objectives and metrics in four perspectives (financial, customer, internal processes, innovation and learning) and cascading scorecards from the enterprise level down. The document also discusses how HR can develop an HR scorecard aligned with business strategy to measure its contribution in areas like employee capabilities and satisfaction.
Balanced Scorecard
The document discusses the balanced scorecard framework. It begins by defining the balanced scorecard and its origins. It then discusses the four perspectives of the balanced scorecard - financial, customer, internal business processes, and learning and growth. Next, it covers how organizations can implement the balanced scorecard by translating their vision, communicating and linking objectives across different levels, planning initiatives, and monitoring performance. The balanced scorecard is presented as a tool that can help organizations align activities with strategy and monitor performance from multiple important perspectives.
Running head ABC INTERNATIONAL, INC.1ABC International, Inc..docx
Running head: ABC INTERNATIONAL, INC. 1
ABC International, Inc. 5
ABC International, Inc.
Marquita Watkins
HRM5000 | Strategic Human Resource Management
South University - Online
April 20, 2020
A balanced scorecard (BBC) is a management system and strategic planning performance metric that organizations use to identify and enhance different internal functions and their external outcomes. A balanced scorecard was first introduced by Robert Kaplan and David Norton in 1992. They took previous performance metrics and reformed them to incorporate nonfinancial information. This paper will, therefore, evaluate the purpose of a balanced scorecard, recognise the categories on the balanced scorecard, defend the significance of a balanced scorecard, and, lastly, design a supplemental graphic of a balanced scorecard.
Purpose of a Balanced Scorecard
BSC has several purposes. Organizations can use BSC to communicate what they want to accomplish. They can also use a balanced scorecard to prioritize products, services, and projects (balancedscorecard.org). Besides that, they can use the balanced scorecard to monitor and measure progress and to align the everyday work that every employee is doing with the company’s strategy.
Many large companies all over the world use the balanced scorecard. More than half big companies in Asia, Europe, and the U.S. are using a balanced scorecard, with the use increasing in those areas as well as Africa and the Middle East. According to recent research, BSC is among the top ten mostly largely used performance metric around the world (balancedscorecard.org). Harvard Business Review editors have also selected BSC as one of the most influential management tools of the past seventy-five years.
Categories on the BSC
Traditional Categories
The four categories of BSC are customer, learning and growth, internal, and financial perspective. The financial perspective is normally traditional measures. They usually seek to answer the following question: how should an organization appear to shareholders in order to thrive financially? Financial measures usually convey the economic results for the specific actions already undertaken by the company and focus on measures that relate to profitability (Malgwi & Dahiru, 2014). Under financial perspectives, the most common measures used include Cash Flow, Revenue Growth, Net Operating Income, and Return on Investment. Financial Data such as expenditures, income, and sales are used to understand and evaluate financial performance.
Communication Flow
The content of an organizational BSC must be communicated to all stakeholders in a clear, timely, correct, structured, complete, and honest manner to arouse company-wide commitment and to gain buy-in for it. When the BSC has been communicated in this manner, the entire company will realize the significance of continuous improvement, strategic thinking, learning, and personal development.
The Role of HR Professionals
HR professional.
Balance scorecard costing - Rajan Chhangani
The balanced scorecard is a performance measurement framework that translates an organization's strategy into clear objectives across four perspectives: financial, customer, internal processes, and learning and growth. It helps organizations track performance against strategic goals, align individual and team goals, and provide feedback to improve strategy. The balanced scorecard retains traditional financial measures but also considers non-financial factors critical for long-term success like customers, internal processes, and innovation. It is an important management tool that communicates strategy throughout the organization and links strategic objectives with goals, initiatives and budgets.
Do You Know Where Your Skill Gaps Are
The document discusses the development and use of the McKinsey Capability Building Assessment (MCBA) tool to identify skill gaps within organizations. The MCBA was first developed for procurement and provides an objective assessment of individual capabilities across key procurement elements like developing a fact base and sourcing strategies. Early results from over 2,000 participants revealed lower scores in developing sourcing strategies and building a fact base compared to execution skills. Identifying these specific skill gaps through objective assessment allows companies to design customized training programs to improve performance and increase savings.
What-is-a-Balanced-Scorecard-V3.pdf
The document provides an overview of the balanced scorecard framework. It discusses the four perspectives of the balanced scorecard (financial, customer, internal processes, learning and growth), strategic objectives, key performance indicators, and the development process. The key features of an effective balanced scorecard implementation and software include strategy maps, cascaded scorecards, communication tools, automated scoring, initiative management, and integration with other business tools. The balanced scorecard is a strategy implementation and management framework that links strategic priorities to objectives, measures, targets and initiatives.
A review of balanced scorecard use in small to medium enterprises
This document summarizes research on the use of balanced scorecards (BSC) in small and medium enterprises (SMEs). It finds that survey research shows limited awareness or use of BSCs among SMEs, while case studies of SMEs using BSCs report benefits like improved performance. This disparity may be due to SMEs in surveys being too small to benefit from a BSC, while case study subjects tend to be larger SMEs that self-selected to use a BSC. The document also notes that BSC use in SMEs depends on factors like size, growth rates, and ownership structure that influence complexity. BSCs may help fast-growing SMEs deal with rising complexity as
Balance score card pdf
This document provides an overview of implementing a balanced scorecard approach for small rural hospitals. It discusses modifying the balanced scorecard to better fit the needs of rural hospitals with limited resources. The key components discussed are conducting a readiness assessment, educating leadership and stakeholders, identifying relevant data and benchmarks, and gaining commitment from hospital administration for long-term use. The goal is to develop a balanced scorecard that translates a rural hospital's strategy into meaningful performance measures across financial, customer, internal process, and learning/growth perspectives.
Balanced scorecard
the balanced scorecard is a topic in management science it is useful for engineering as well as a master of business administration students Decision making is about deciding the order of execution of statements based on certain conditions or repeating a group of statements until certain specified conditions are met. C language handles decision-making by supporting the following statements,
MoserBSC-16
This document outlines how an architectural firm can implement a Balanced Scorecard (BSC) at both the project and organizational levels to improve performance. It discusses what a BSC is and how its four perspectives of internal processes, learning and growth, customers, and finance can help architectural firms better measure performance beyond just financial metrics. Implementing a project-based BSC aligned with key project deliverables, budgets and schedules can help firms with quality, staff retention and client satisfaction, while an organizational BSC provides strategic direction.
Similar to The Balanced Scorecard Powerpoint Final (20)
S COMPANIES AROUND THE WORLD transform themselves for c.docx
S COMPANIES AROUND THE WORLD transform themselves for c.docx
S COMPANIES AROUND THE WORLD transform themselves for c.docx
S COMPANIES AROUND THE WORLD transform themselves for c.docx
S COMPANIES AROUND THE WORLD transform themselves for c.docx
S COMPANIES AROUND THE WORLD transform themselves for c.docx
Branding PlanWho are weWhat is our focus How wil.docx
Branding PlanWho are weWhat is our focus How wil.docx
An Integrated Balanced Scorecard Strategic Planning Model For Nonprofit Organ...
An Integrated Balanced Scorecard Strategic Planning Model For Nonprofit Organ...
Running head ABC INTERNATIONAL, INC.1ABC International, Inc..docx
Running head ABC INTERNATIONAL, INC.1ABC International, Inc..docx
A review of balanced scorecard use in small to medium enterprises
A review of balanced scorecard use in small to medium enterprises
More from Cornell Woodson
The Effects of Consumerism on Access to Higher Education
Cornell Woodson is a graduate student studying higher education who wrote a paper examining how consumerism contributes to rising college tuition costs. The paper argues that as colleges work to meet student expectations by spending on lavish facilities, technology, and amenities, the operational costs increase, driving tuition higher. This pricing out of lower-income students and reducing access to higher education. While consumer choice is important, colleges should refocus on their core educational mission to improve affordability and access.
The Experience of Gay and Lesbian Students of Color in Counterspaces
This document summarizes research on the experiences of gay and lesbian students of color. It finds that they face discrimination from multiple communities due to the intersection of their marginalized identities. They experience racism within the queer community and homophobia within their ethnic communities. Counterspaces on college campuses often do not adequately support students with multiple, intersecting oppressed identities. The literature review identifies four main themes: the rocky relationship between the queer and Black communities; racism in the queer community and on campus; homophobia in ethnic communities; and the complexity of intersecting identities for these students.
Region 1 Conference Presentation
The document summarizes and critiques several models of sexual identity development including those proposed by Fassinger, Cass, and D'Augelli. It notes that the models were based primarily on white gay males and don't adequately represent diverse experiences. The document also discusses how today's youth may define and experience sexuality differently than past generations, often developing attractions earlier and without strict labels. It calls for expanding models to better incorporate bisexuality and cultural influences.
Creating Change 2012 Presentation
This document summarizes a session for Queer People of Color (QPOC) educators on supporting LGBTQ students. It discusses the lack of research on LGBTQ youth of color and shares statistics on their experiences with harassment and lack of support in K-12 schools. It also outlines challenges QPOC educators face in the workplace like lack of resources and difficulty finding support. Best practices suggested forming employee resource groups for LGBTQ staff and becoming visible role models while also avoiding isolation. The session aimed to provide networking, strategies, and community for QPOC educators.
Community Plunge
The document discusses plans for a community service event called Community Plunge at Maynard Holbrook Jackson High School. It will take place on March 26, 2010 where teachers and students will volunteer in the local community to fulfill the school's mission of empowering students through community involvement. Details provided include splitting students into groups led by teachers and seniors to complete service projects at various worksites before returning to school by 2:30pm. A budget is outlined to cover transportation, supplies, lunches and sponsor donations.
Behavior Management Plan
A plan I created for my principal to begin the process of implementing our school-wide positive behavior management plan.
Sw Pbs Presentation
The document discusses implementing a School-wide Positive Behavior Support (SW-PBS) program at Maynard Jackson High School. It outlines a 7 step process to establish clear behavioral expectations and systems of reinforcement, consequences, and data collection. Teachers are asked to work as a team to identify problem behaviors, set expectations, and design plans to promote positive behavior in their Small Learning Community. The goals are to decrease behavioral issues, improve teacher morale and student-teacher relationships through prevention and recognition of good conduct.
More from Cornell Woodson (7)
The Effects of Consumerism on Access to Higher Education
The Effects of Consumerism on Access to Higher Education
The Experience of Gay and Lesbian Students of Color in Counterspaces
The Experience of Gay and Lesbian Students of Color in Counterspaces
The Balanced Scorecard Powerpoint Final
- 1. The Balanced Scorecard Presented by Ben Kraus and Cornell Woodson Bridging the gap between short-term budgeting and long-term strategy Robert Kaplan and David Norton’s
- 2. The Balanced Scorecard’s Emergence Robert Kaplan and David Norton first publicized the balanced scorecard in a series of journal articles and published this concept in their book, The Balanced Scorecard . Since then it has evolved to become more workable in practice, focusing more on design processes.
- 3. What is the Balanced Scorecard (BSC)? The scorecard emerged in response to organizations’ gap between short-term financial activities and long-term strategy. It is not a replacement for budgeting but merely a complement in the sense allows businesses to set performance benchmarks in non-financial areas.
- 4. What is the Balanced Scorecard? (cont’d) Performance standards are specifically applied to four perspectives: customer relations, finance, internal processes and learning and growth. To ensure that both short-term and long-term goals are correlated, the scorecard relies on four processes: translating the vision, communicating and linking, business planning and feedback and learning.
- 5. How is the Balanced Scorecard Used? Translating the vision: helping all employees understand how their day-to-day work contributes to long-term goals. Communicating and linking: disseminating long-term goals both up and down an organizational hierarchy, ensuring that both departmental and individuals objectives are in alignment.
- 6. How is the Balanced Scorecard Used? (cont’d) Business planning: taking long-term strategy and using it as the basis for how resources and capital are allocated. Feedback and learning: the scorecard enables strategic and real-time learning because it measures daily performance and spending in the context of overarching goals, allowing organizations to make necessary changes.
- 7. The Perception of the BSC
- 8. Who Else Uses the BSC? Mark Coldren, Associate Vice President of Human Resources at Ithaca College Measure his departments effectiveness at reaching organizational goals and value to the organization. Add a few more staff members to the human resources department. Measure the effectiveness of a sales training program with a new product launch, which is what we might also use this for. Mr. Coldren suggest strongly that we enter into a conversation with the leadership of the organization about what they would like to see if the organization were to reach its optimal performance.
- 9. Commercial Industry: Regional Airline
- 10. Government Organizations: Defense Financial Accounting Service
- 11. Non-profit Organization: Oak Knoll Academy
- 13. Questions