effective. According to the Evans and Lindsey book the purpose of a balanced scorecard is to “translate strategy into measures that uniquely communicate your vision to the organization. The scorecard should consist of four perspectives: financial‚ internal‚ customer‚ and innovation and learning. These perspectives provide focus to the measurement and ensure that the organization captures the information that they need. The scorecard also organized the measures into leading and lagging. Lagging measures
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References: Children ’s Choice Learning Centers. (n.d.) Retrieved July 14‚ 2013 from http://www.childrenschoice.com/ Hyland‚ Stephanie L. (September 1990). Monthly Labor Review. pp. 22-26. Retrieved July 15‚ 2013 from www.bls.gov/mlr/1990/art3full.pdf Illinois Child Care: Options for Employees
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STRATEGIC MANAGEMENT ACCOUNTING Samsung Electronics Ltd. (Balanced Scorecard Analysis) Compiled by: Bernardus Alan Handoko Aya Putri Argatika Reza Mediar Novi Prastia 11/311392/EK/18212 11/320288/EK/18685 11/320298/EK/18695 11/320299/EK/18696 SAMSUNG’s Products Curved UHD TV Samsung Galaxy S5 Samsung Gear Fit Samsung Galaxy Note PRO Samsung SCX-3406FW STRATEGIC MANAGEMENT ACCOUNTING – MAY 2014 1 Financial Perspective Samsung’s financial perspective emphasizes the stakeholder concern about
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Emphasis: Which HR Value Chain Elements Go into the Scorecard? Since the primary focus of HR’s strategic role is value creation‚ thinking about HR architecture means taking broad view of HR’s value chain. Just as a corporate scorecard contains both leading and lagging indicators‚ the HR Scorecard must so the same. Of the four HR architecture elements that we recommend including in the Scorecard- High Performance Work System‚ HR system alignment‚ HR efficiency‚ and HR deliverables-
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The development of the Balanced Scorecard as a strategic management tool 2GC Conference Paper Ian Cobbold and Gavin Lawrie Presented at PMA Conference‚ Boston‚ USA‚ May 2002 © 2003 2GC Ltd. All rights reserved. This document is protected under copyright by 2GC Ltd. The following terms and conditions apply to its use: Photocopying - single photocopies may be made for personal use as allowed by national copyright laws. Permission from 2GC and payment of a fee is required for all other photocopying
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The Balanced Scorecard The Balanced Scorecard is a strategic performance management framework that has been designed to help an organisation monitor its performance and manage the execution of its strategy. It is used to align business activities to the vision and strategy of the organization‚ improve internal and external communications‚ and monitor organization performance against strategic goals. The Balanced Scorecard provides a framework that not only provides performance measurements‚ but
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A Balanced Scorecard One of the most important things to do in order to run a successful business is to know how your business is faring at all times. “In assessing performance‚ organizations should not rely on any single measure but rather on a composite set of measures that take into account the various stakeholders of the firm‚” (University of Phoenix‚ 2005). These measures are represented on what is called a balanced scorecard. The information shown on the balanced scorecard is comprised of
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This is the most debated topic for years. As to weather the school should provide daycare centers for pregnant teens or not. Personally I agree for schools to open a daycare centers to these young teens who get pregnant. Many teens dropout of school because they can’t afford or have no means for daycare‚ this leads to them missing so many days of school taking care of their babies. They can’t handle the stress of school and a young baby so they choose to dropout. So do you think the school should
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Using the Balanced Scorecard as a Strategic Management System Kaplan‚ Robert S.‚ Norton‚ David P. Harvard Business Review; Jan/Feb1996‚ Vol. 74 Issue 1‚ p75-85‚ 11p‚ 3 Diagrams Robert S. Kaplan and David P. Norton introduced the balanced scorecard‚ which supplemented traditional financial measures with criteria that measured performance from the perspectives of customers‚ internal business processes‚ and learning and growth. The scorecard enabled companies to track financial results while monitoring
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Research In Motion: A Balanced Scorecard Analysis Contents Company Profile 3 Recent Accomplishments 4 Recent Problems 5 Competition and Market Status 6 Implementation of Planning Process 8 RIM’s Perspectives 9 Customer Perspective 10 Financial Perspective 10 Learning and Growth Perspective 11 Internal Process Perspective 12 Balanced Scorecard 13 Kaplan and Norton Alternative Strategy Choice 13 References 15 Attachment 1: Five year stock comparison of RIM‚ Apple‚
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