Performance Management & Balanced Scorecard-Creating a Strategic Tool

Ritu Dixit

Abstract


“The problem is that not everything that counts can be counted, and not everything that can be counted counts.”

The backbone of any organization is in its communication. Too much or too less communication is always harmful for the smooth functioning of the organization. This is a common fact, still it is something which is the least thought about or worked on fact…. In most organizations, communication, strategic goals and objectives are poor-so it is hard for people in organization to know what to do and it is therefore hard for senior managers to check that the right things are done (by the way what are the ‘right’ things?).


Full Text:

PDF

References


Ahn H. Applying the balanced scorecard concept: an experience report. Long Range Planning, 2001; 34.

Brewer P. Putting strategy into the balanced

scorecard. International Federation of Accountants, Articles of Merit Competition, Sep 2003. Available from: www.ifac.org.

Chenhall RH. Integrative strategic performance measurement systems: strategy, strategic alignment of manufacturing, learning and organisational performance. 3rd Conference on New Directions in Management Accounting: Innovations in Practice and Research, Brussels, 2002.

Johnson TH, Kaplan RS. Relevance lost: the rise and the fall of management accounting. Harvard Business School Press, Boston, Massachusetts, 1987.

Kaplan RS, Norton DP. Measures that drive performance. Harvard Business Review, Feb 1992.

Kaplan RS, Norton DP. Using the balanced scorecard as a strategic management system. Harvard Business Review, Feb 1996.

Kaplan RS, Norton DP. Having trouble with your strategy? Then map it. Harvard Business Review Sep-Oct 2000: 167-76.

Kaplan RS, Norton DP. The strategy focused organization. Harvard Business School Press, Boston, Massachusetts, 2001.

Kaplan RS, Norton DP. Strategy maps-converting intangible assets into tangible outcomes. Harvard Business School Press, Boston, Massachusetts, 2003.

Kennerley M, Neely A. A framework of the factors affecting the evolution of performance measurement systems. International Journal of Operations and Production Management 2002; 22(11).

Lipe MG, Salterio SE. The balanced scorecard: Judgemental effects of common and unique performance measures. The Accounting Review, Jul 2000.

Lawrie G, Cobbold I, Marshall J. Corporate performance management system in a devolved UK governmental organization: a case study. International Journal of Productivity and Performance Management 2004; 53(4): 353-70.

Marr B. Business Performance Management-the State of the Art. Hyperion Solutions and Cranfield School of Management, London, 2004.

Chartered Institute of Management Accountants. Available from: www. cimaglobal.com.

Insead. Available from: www.insead. edu/discover_INSEAD/.

www.bscol.com.

International Federation of Accountants. Available from: www.ifac.org.

Harvard Business Publishing for Educators. Available from: www.hbsp.harvard.edu/.

Callcredit Information Group. Available from: www.aspiren.com.


Refbacks

  • There are currently no refbacks.