30th September 2011 at 12:00 noon 2,000 words Read the case The Balance Scorecard at Cola by White and Tuncbilek (2001). Required: a) Why develop a balanced scorecard for Cola? (10 marks) b) Compare the dynamic scorecard proposed by Cola’s consultant with Kaplan and Norton’s BSC. What are the main similarities? What are the main differences? (10 marks) c) Evaluate the strengths and weaknesses in the corporate scorecard developed by the management team. How does the corporate BSC support Cola’s
Words: 747 - Pages: 3
Guidelines in corporate management The Balanced Scorecard – Translating Strategy into Action Introduction Public transport organizations face many barriers when trying to execute the strategy formed by their corporate managements. Some of these common barriers include: • The vision barrier, which arises when most managers and employees do not really understand the organization’s strategy. The people barrier, which arises when only a small portion of managers have some incentives regarding
Words: 2242 - Pages: 9
Question 1 For a newly internationalised company, like Elecdyne discuss one of the following sets of issues (1-4) + plus you must discuss question 5 : 1. the centralisation-decentralisation debate (You should identify where the various functions of management sit in terms of being upstream, downstream, neither, or both, and how developments in technology may affect these functions in the next 10 years.) 2. social innovation and networking, (You should undertake an analysis of the social
Words: 421 - Pages: 2
Gaining Strategic Alignment: Making Scorecards Work Bonnie VanCuran Empire State College Cost Accounting Motivating employees to align their behavior with the organization's strategy and give their best efforts is one of the many challenges most senior management personnel face. Senior management may feel connected to the organization but many of the employees do not. Because these employees do not feel connected, over time they gradually stop caring, they stop aligning their
Words: 683 - Pages: 3
“Critically evaluate the use of the Balanced Scorecard as a performance measurement system within organisations”. The Balanced Scorecard is a “strategic planning and management system” that is used at length by all kinds of organisations, stretching from private and public firms, governmental organisations along with non-profit organisations and many others. Traditionally Management Accounting was mainly focused on financial performance measures such as profit and loss figures and balance sheet
Words: 2254 - Pages: 10
strategic change. Michael Hegarty's biggest problem was communicating and reinforcing the strategy. The balanced scorecard was introduced to define strategic priorities and provide a structure to link strategy, budgeting and results. In other words, the balanced scorecard is one of a set of tools used for strategy formulation and communication. Hegarty's expectations from the scorecard were to give them measures to stay focused on performance, while enabling to clarify and communicate vision, and
Words: 480 - Pages: 2
The Coors Case Balanced Scorecard By the end of 1997, Coors had finished the implementation of a three-year computer-integrated logistics (CIL) project to improve its supply chain management. Coors defined its supply chain as every activity involved in moving production from the supplier’s supplier to the customer’s customer. (Since by federal law, Coors cannot sell directly to customers. Coors customers are its distributors whose customers are retailers whose customers are consumers). Coor’s
Words: 3971 - Pages: 16
cost and strategic value is particularly interesting. The next three cases focus on the implementation and use of the balanced scorecard and performance measures to influence change. Larry Carr’s Lucent Technologies and Hugh Grove, Tom Cook, and Ken Richter’s Coors Brewing Company cases provide really excellent examples of the implementation and use of balanced scorecard performance measures. Both cases present detailed and enthralling stories about the cultural imperatives needed to implement
Words: 6154 - Pages: 25
and manage the performance of their intangible, knowledge-based assets Balanced Scorecard * The Balanced Scorecard (BSC) provides a system for measuring and managing all aspects of a company’s performance * The scorecard balances traditional financial measures of success, such as profits and return on capital, with nonfinancial measures of the drivers of future financial performance * The Balanced Scorecard measures organizational performance across different perspectives Lenses *
Words: 275 - Pages: 2
management control system targets. Therefore, conventional management control systems focus on getting better operational efficiency. But as operational efficiency is no longer adequate to create sustainable competitive advantages, management control systems must be expanded to managerial practices that cultivate employee cooperation and creativeness in the discovery and development of new business opportunities. This is especially the case in the high-tech industries that are at the faced with
Words: 4444 - Pages: 18
