...CHAPTER 10 1. What is the difference between a “dashboard” and a “scorecard”? Why is it important that managers know the difference between the two? What can they learn from each? A dashboard is a container for various types of reports, including scorecards. It might consist of one or more pages, and it might have more than one module on each page. The modules are called Web Parts. A typical dashboard might contain a scorecard, an analytic report, and an analytic chart, but many variations are possible. Some dashboards provide users with a high level of interactivity, and others display static images. The degree and kind of interactivity depend on the program that is used to create the dashboard. Each Web Part maintains a connection to its data source. The Web Parts can function independently of one another, or they can be linked together, so that what you click in one determines what you can see in the others. Together, the reports provide a clear picture of current organization performance. http://office.microsoft.com/en-us/sharepoint-server-help/what-is-the-difference-between-a-dashboard-and-a-scorecard-HA101772797.aspx A scorecard measures performance against goals. Typically, a scorecard displays graphic indicators that visually convey the overall success or failure of an organization in its efforts to achieve a particular goal. The scorecard is based on a collection of key performance indicators (KPIs), each of which represents an aspect of organizational performance...
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...Contents 1. Introduction 2 1.1 Background 2 1.2 Purpose 2 1.2.1 Project 2 1.2.2 Report 3 1.3 Scope 3 1.4 Methodology 4 2 Literature Review 4 2.1 My SQL 4 2.2 Business Process Management 14 2.3 Dashboard 20 2.4 Hyper Text Markup Language (HTML) 27 3 Problem Recognition 34 4 Feasible Study 35 4.1 Operational Feasibility 35 4.2 Economic Feasibility 35 4.3 Technical Feasibility 35 5 Analysis and User Requirements 36 6 Design 37 6.1 Website Design 37 6.2 Excel Design 37 7 Evaluation 38 7.1 Website 38 7.1.1 Website Strength 38 7.1.2 Website Weakness 38 7.2 Excel 39 7.2.1 Excel Strength 39 7.2.2 Excel Weakness 39 8 Recommendations 40 8.1 Recommendations for Website 40 8.2 Recommendations for Excel 40 9 Conclusion 41 10 Bibliography 42 11 Appendixs 44 1. Introduction 1.1 Background This report was written to document the work done for the Major Project entitled to Kate, Jack, Han Wei and Yao Seng in collaboration with Bedok North Secondary School (BNSS). BNSS strives to develop their students holistically through quality programs within a nurturing environments. BNSS place emphasis on their student’s character and citizenship education, inculcating sound values and building good character in their students. It is BNSS vision for their students to become leaders for the future, who are creative lifelong learners, morally upright, caring and loyal. Bedok North Secondary...
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...support for the strategic direction of organizations. Information about levels of output, for example, numbers of defects and efficiency of processes, positions line managers to produce high-quality products in the right amounts at the right time to meet customer needs. The same is true for the effective management of human capital in organizations. As discussed in this chapter, effective approaches to the measurement of human capital and the impact of people on organization processes, for example, HR programs such as recruiting, will enable both HRM professionals and line managers to utilize the human capital in organizations effectively. This measurement is accomplished by focusing on the development of systems of workforce analytics and supporting HR metrics that meet the needs of organization decision makers. This chapter offers a brief history of the efforts involved in the development of HR metrics and workforce analytics and of how these efforts have been enhanced by the advent of integrated human resource information systems.1 From benchmarking to operational experiments, the HRIS field is rapidly evolving on many fronts. These advances are changing how HR metrics and analytics are used in organizations and their impact on organization effectiveness. The use of HR metrics and workforce analytics will help managers and organizations balance the costs and benefits consequences of...
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...Ian Whadcock 1808 Kaplan.indd 62 12/5/07 5:31:55 PM Successful strategy execution has two basic rules: understand the management cycle that links strategy and operations, and know what tools to apply at each stage of the cycle. the Management System by Robert S. Kaplan and David P. Norton NOT LONG AFTER ITS SUCCESSFUL IPO, the Conner Corporation (not its real name) began to lose its way. The company’s senior executives continued their practice of holding monthly one-day management meetings, but their focus drifted. The meetings’ agenda called for a discussion of operational issues in the morning and strategic issues in the afternoon. But with the company under pressure to meet quarterly targets, operational items had started to crowd strategy out of the agenda. Inevitably, the review of actual monthly and forecast quarterly financial performance revealed revenues to be lower, and expenses to be higher, than targeted. The worried managers spent hours discussing how to close the gap through pricing initiatives, capacity downsizing, SG&A staff cuts, and sales hbr.org 1808 Kaplan.indd 63 | January 2008 | Harvard Business Review 6 3 12/5/07 5:32:05 PM | Mastering the Management System campaigns. One executive noted, “We have no time for strategy. If we miss our quarterly numbers, we might cease to exist. For us, the long term is the short term.” Like Conner, all too many companies – including some well-established public corporations...
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...Successful strategy execution has two basic rules: understand the management cycle that links strategy and operations, and know what tools to apply at each stage of the cycle. Mastering the Management System by Robert S. Kaplan and David P Norton . Reprint R0801D This article is made available to you with compliments of SAP. Further posting, copying or distributing is copyright infringement. To order more copies go to www.hbr.org or call 800-988-0886. Successful strategy execution has two basic rules: understand the management cycle that links strategy and operations, and know what tools to apply at each stage of the cycle. Mastering the Management System by Robert S. Kaplan and David P Norton . COPYRIGHT © 2007 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Not long after its successful IPO, the Conner Corporation (not its real name) began to lose its way. The company’s senior executives continued their practice of holding monthly one-day management meetings, but their focus drifted. The meetings’ agenda called for a discussion of operational issues in the morning and strategic issues in the afternoon. But with the company under pressure to meet quarterly targets, operational items had started to crowd strategy out of the agenda. Inevitably, the review of actual monthly and forecast quarterly financial performance revealed revenues to be lower, and expenses to be higher, than targeted. The worried managers spent hours discussing how to close...
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...will be able to answer the following questions: 1. What are the different types of decisions and how does the decision-making process work? 2. How do information systems support the activities of managers and management decision making? 3. How do decision-support systems (DSS) differ from MIS and how do they provide value to the business? 4. How do executive support systems (ESS) help senior managers make better decisions? 5. What is the role of information systems in helping people working in a group make decisions more efficiently? CHAPTER OUTLINE 12.1 DECISION MAKING AND INFORMATION SYSTEMS Business Value of Improved Decision Making Types of Decisions The Decision-Making Process Managers and Decision Making in the Real World 12.2 SYSTEMS FOR DECISION SUPPORT Management Information Systems (MIS) Decision-Support Systems (DSS) Data Visualization and Geographic Information Systems Web-Based Customer Decision-Support Systems Group Decision-Support Systems (GDSS) 12.3 EXECUTIVE SUPPORT SYSTEMS (ESS) AND THE BALANCED SCORECARD FRAMEWORK The Role of Executive Support Systems in the Firm Business Value of Executive Support Systems 12.4 HANDS-ON MIS PROJECTS Management Decision Problems Improving Decision Making: Using Pivot Tables to Analyze Sales Data Improving Decision Making: Using a Web-Based DSS for Retirement Planning LEARNING TRACK MODULE Building and Using Pivot Tables Interactive Sessions: Too Many Bumped Fliers: Why? Business Intelligence Turns Dick’s Sporting Goods into...
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...School. David P. Norton (dnorton@ thepalladiumgroup.com) is the founder and president of the Balanced Scorecard Collaborative, Palladium Group, in Lincoln, Massachusetts. Bjarne Rugelsjoen (bjarne@rugelsjoen.no) is a director at GoalFocus, a performance-coaching consultancy based in London. Managing Alliances with the Balanced Scorecard Fifty percent of corporate alliances fail. But you can increase your partnership’s odds of success by applying these techniques. by Robert S. Kaplan, David P. Norton, and Bjarne Rugelsjoen 114 Harvard Business Review January–February 2010 HBR.ORG C ILLUSTRATION: BRETT RYDER orporate alliances are a 50/50 bet—at least according to a recent study by McKinsey & Company, which found that only half of all joint ventures yield returns to each partner above the cost of capital. That’s worrying, given that partnerships and alliances are central to many companies’ business models. Originally used to outsource noncore parts of supply chains, alliances today are expected to generate a competitive advantage. So it is necessary to dramatically improve their odds of success. Why do alliances fail so often? The prime culprit is the way they are traditionally organized and managed. Most alliances are defined by service level agreements (SLAs) that identify what each side commits to delivering rather than what each hopes to gain from the partnership. The SLAs emphasize operational performance metrics rather than strategic objectives, and...
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... Topic: Recent Balance Scorecard Theory & Practices Of Bangladeshi Company SUBMITTED TO: Md. ABUL KASHEM Associate professor SUBMITTED BY: RIFFAT ARA RAFIQ; ID: 61018-11-061 SESSION: Fall’ 2011 DATE OF SUBMISSION: 26th DECEMBER ’2011 DEPARTMENT OF MANAGEMENT INFORMATION SYSTEM Acknowledgement I express my gratefulness to Almighty Allah for his kindness, which enabled us to complete this work properly and in time I am grateful to our course teacher, Md. Abul Kashem, Associate Professor , Department of Management information system, University of Dhaka for providing us all the information about information technology, for his guidance, constructive criticism, valuable suggestions and untiring help throughout the course of this work. I am highly delighted to express our cordial gratitude and veneration to our parents for their constant help, affection support and sacrifices. The Author December 26th , 2011 Letter of transmittal Date: 26/12/2011 To, Md. Abul Kashem, Associate Professor Department of Management Information System, University of Dhaka. Sub: Application for the submission of Term Paper. Sir, I respectfully state that, I am a student of EMBA program in this department at the session of spring’2011.you have asked for the term paper on 28th November’2011. The topic of this assignment is Balance Scorecard theory & practice. The last date...
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...Conceptual Foundations of the Balanced Scorecard Robert S. Kaplan Working Paper 10-074 Copyright © 2010 by Robert S. Kaplan Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. Conceptual Foundations of the Balanced Scorecard1 Robert S. Kaplan Harvard Business School, Harvard University 1 Paper originally prepared for C. Chapman, A. Hopwood, and M. Shields (eds.), Handbook of Management Accounting Research: Volume 3 (Elsevier, 2009). 1 Conceptual Foundations of the Balanced Scorecard Abstract David Norton and I introduced the Balanced Scorecard in a 1992 Harvard Business Review article (Kaplan & Norton, 1992). The article was based on a multi-company research project to study performance measurement in companies whose intangible assets played a central role in value creation (Nolan Norton Institute, 1991). Norton and I believed that if companies were to improve the management of their intangible assets, they had to integrate the measurement of intangible assets into their management systems. After publication of the 1992 HBR article, several companies quickly adopted the Balanced Scorecard giving us deeper and broader insights into its power and potential. During the next 15 years, as it was adopted by thousands of private, public, and nonprofit enterprises around the...
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...Conceptual Foundations of the Balanced Scorecard Robert S. Kaplan Working Paper 10-074 Copyright © 2010 by Robert S. Kaplan Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. Conceptual Foundations of the Balanced Scorecard1 Robert S. Kaplan Harvard Business School, Harvard University 1 Paper originally prepared for C. Chapman, A. Hopwood, and M. Shields (eds.), Handbook of Management Accounting Research: Volume 3 (Elsevier, 2009). 1 Conceptual Foundations of the Balanced Scorecard Abstract David Norton and I introduced the Balanced Scorecard in a 1992 Harvard Business Review article (Kaplan & Norton, 1992). The article was based on a multi-company research project to study performance measurement in companies whose intangible assets played a central role in value creation (Nolan Norton Institute, 1991). Norton and I believed that if companies were to improve the management of their intangible assets, they had to integrate the measurement of intangible assets into their management systems. After publication of the 1992 HBR article, several companies quickly adopted the Balanced Scorecard giving us deeper and broader insights into its power and potential. During the next 15 years, as it was adopted by thousands of private, public, and nonprofit enterprises around the...
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...073 D Linking the Balanced Scorecard to Strategy O N Robert S. Kaplan David P. Norton O S T everal years ago, we introduced the concept of a “Balanced Scorecard” for motivating and measuring business unit performance.1 The Scorecard, with four perspectives—financial, customer, internal business processes, and learning and growth—provided a balanced picture of current operating performance as well as the drivers of future performance (see Exhibit 1). Can Business Operate with a Balanced Scorecard? CO Some argue that managers cannot operate with multiple measurements of business-unit performance. While they recognize that aggregate financial measures (such as operating income, return on investment, and economic value added) are not perfect by themselves, they claim that financial measures at least are well understood and provide clear, unambiguous, and objective goals on which all organizational participants can focus. Such people feel that multiple measures—some financial and some non-financial—are confusing and lead to ambiguous, often conflicting, signals about what the organization values. PY We disagree. Imagine entering the cockpit of a jet airplane and observing that there is only a single instrument. How would you feel about flying on that plane after the following discussion with the pilot: Reprinted by permission of Harvard Business School Press. Adapted from The Balanced Scorecard by Robert S. Kaplan and David P...
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...for Managing the Board…………………………………………………..13 Closing Statement……………………………………………………………………16 Appendix……………………………………………………………………………..17 Supplemental Dash Board calculations…..………………………attached via Excel Plan Summary Community Health Initiatives (CHI) is a nonprofit whose mission is to provide education and support to chronically ill individuals and their families who reside in the surrounding metropolitan area. Stephanie has recently been hired as the director of finance of CHI and faces many challenges as the organization has doubled in size over the past year. The goal for both CHI and Stephanie is to develop a plan which Stephanie can follow over the next 3 months as she develops accounting processes that will provide the CHI leadership (executive director and board of directors) with the right type of information designed to be useful for decision support, planning, and control. In short, T1 Consultants will provide the following recommendations to both CHI and Stephanie to follow which will lead to success. This will include: budgeting processes for incoming and outgoing funds, benching marking goals for growth for CHI, suggestions for...
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...This page intentionally left blank Business Performance Measurement Drawing together contributions from leading thinkers around the world, this book reviews recent developments in the theory and practice of performance measurement and management. Significantly updated and modified from the first edition, the book includes ten new chapters that provide a comprehensive review of performance measurement from the perspectives of accounting, marketing, operations, public services and supply chain management. In addition to these functional analyses the book explores performance measurement frameworks and methodologies, practicalities and challenges, and enduring questions and issues. Edited by one of the world’s leading experts on performance measurement and management, Business Performance Measurement will be of interest to graduate students, managers and researchers who wish to understand more about the latest developments in this rapidly changing field. Andy Neely is Deputy Director of the ESRC/EPSRC AIM Research initiative, Professor of Operations Strategy and Performance at Cranfield School of Management, and Visiting Professor of Operations Management at London Business School. Business Performance Measurement Unifying theories and integrating practice Second edition Edited by Andy Neely CAMBRIDGE UNIVERSITY PRESS Cambridge, New York, Melbourne, Madrid, Cape Town, Singapore, São Paulo Cambridge University Press The Edinburgh Building, Cambridge...
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...information for planning, control, and decision making. Topics include management control systems; results controls, action, personnel and cultural controls; control system tightness; control system cost; designing and evaluating management control systems; financial responsibility centers including transfer pricing; planning, and budgeting; incentive systems; financial performance measures; the myopia problem; uncontrollable factors; corporate governance; and ethical issues. | Educational Objectives/Outcomes Upon completing this course, students will be able to: 1. Locate the role of Management Control Systems (MCS) in both strategy and operations. 2. Describe results control and its applications. 3. Distinguish indirect controls from the direct controls based on action and personnel/culture. 4. Determine whether an entity or an area is better suited to tight or loose controls, and the types of action and/or personnel/cultural controls that ensure the desired level of tightness. 5. Design and evaluate management controls in terms of methods applied and tightness, and the...
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...information systems transforming business and what is their relationship to globalization? E-mail, online conferencing, and cell phones have become essential tools for conducting business. Information systems are the foundation of fast-paced supply chains. The Internet allows many businesses to buy, sell, advertise, and solicit customer feedback online. Organizations are trying to become more competitive and efficient by digitally enabling their core business processes and evolving into digital firms. The Internet has stimulated globalization by dramatically reducing the costs of producing, buying, and selling goods on a global scale. New information system trends include the emerging mobile digital platform, online software as a service, and cloud computing. 2. Why are information systems so essential for running and managing a business today? Information systems are a foundation for conducting business today. In many industries, survival and the ability to achieve strategic business goals are difficult without extensive use of information technology. Businesses today use information systems to achieve six major objectives: operational excellence; new products, services, and business models; customer/ supplier intimacy; improved decision making; competitive advantage; and day-to-day survival. 3. What exactly is an information system? How does it work? What are its management, organization, and technology components? From a technical perspective, an information system...
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