Applying the Balanced Scorecard to Education DEMETRIUS KARATHANOS PATRICIA KARATHANOS Southeast Missouri State University Cape Girardeau, Missouri T he concept of the balanced scorecard (BSC) was first introduced by Robert S. Kaplan and David P. Norton (1992) in their now widely cited Harvard Business Review article, “The Balanced Scorecard—Measures that Drive Performance.” The widespread adoption and use of the BSC is well documented. For example, Kaplan and Norton (2001) reported that by
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View | | | Print | Email | Copy link | Cite this | Mark Document | Translate document from: | Other available formats: Abstract Full Text Full Text - PDF (2 MB) Find more documents like this: Subjects: Balanced Scorecard Electric utilities Studies Safety standards Customer satisfaction Cooperatives Success factors Classification Codes 9190 United States 2310 Planning 8340 Electric, water & gas utilities 9130 Experiment/theoretical treatment
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Designing a Balanced Scorecard for a pharmaceutical company Chadwick, Inc.: The Balanced Scorecard (Abridged)14 Company Background Chadwick, Inc., was a diversified producer of personal consumer products and pharmaceuticals. The Norwalk Division of Chadwick developed, manufactured, and sold ethical drugs for human and animal use. It was one of five or six sizable companies competing in these markets and, while it did not dominate the industry, the company was considered well managed and was respected
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In corporate finance, Economic Value Added or EVA, a registered trademark of Stern Stewart & Co., is an estimate of a firm's economic profit – being the value created in excess of the required return of the company's investors (being shareholders and debt holders). Quite simply, EVA is the profit earned by the firm less the cost of financing the firm's capital. The idea is that value is created when the return on the firm's economic capital employed is greater than the cost of that capital; see Corporate
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Melisa Schellhamer, April 13, 2010 Melisa Schellhamer, April 13, 2010 SEC files a fraud case against Goldman Sachs, an industry leader, is now being investigated for unfair investing scandal. SEC files a fraud case against Goldman Sachs, an industry leader, is now being investigated for unfair investing scandal. Goldman Sach’s Case # 5 AC805 Advanced Management Accounting Control Systems Goldman Sach’s Case # 5 AC805 Advanced Management Accounting Control Systems The Goldman
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segments required only a relatively small manufacturing facility, a low rate of production, small number of sales offices, and small sales staff. Because of these items the company was able to make a profit in Q2 and receive a higher rating on the balanced scorecard. A3: The sales office location decisions were made in three parts. The first part was proximity to the manufacturing facility. The manufacturing
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Table of Contents Introduction 3 Background 2 BSC Advantages 4 BSC Disadvantages 5 Review 4 Methodology 6 Pre-study essentials 5 How to Implement a Balanced Scorecard 7 Discussions and Results 9 Conclusion: 13 Recommendations: 13 References 14 Introduction Any business organization’s goal is to improve its operational performance. Through the employment of various types of performance measures, firms can assess the efficiency and effectiveness
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Traditional performance measures slowly become insufficient tool in describing sophisticated and growing complexity among contemporary business organizations. They mainly concentrate on financial performance aspects such as: sales results, overhead absorption rate, return on investment, earnings per share and many other profitability ratios. Therefore management accounting evolved beyond these framework, as a solely profit measurement method, by including non-financial factors in the performance
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industry volume variance, expense variance in the analysis statement given then it would be useful data for analyzing the firm's January performance because these data can inform us the difference between the revenue and expenses. Balanced Scorecard Basics The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve
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Improving Government Performance Using the Balanced Scorecard to Plan and Manage Strategically Howard Rohm President and CEO, the Balanced Scorecard Institute Are programs, services, and staff aligned around a shared vision of the future? Do government leaders have a clear strategy for delivering cost-effective services for citizens and other stakeholders, and is that strategy communicated with clarity, both internally and externally? Do you have a disciplined way of choosing priorities among
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