The Balance Scorecard
SFU
The Balance Scorecard Initiative
BUS 322 – Written Case
Miranda Zhang
7/29/2014
Executive Summary
This report provides the analysis of case study given to me. Gail Palmer Ashton Graduate School of Business ranks among the top schools of USA but the dean of the institute feels that the school has deviated from its foundations. This analysis proposes implementation of the balanced scorecard and performance metrics in order to achieve the four strategic goals of the institution.
Even the ranking is consistent and high the institute needs performance standards devised along the lines of end goals. A balanced scorecard has four perspectives and this report gives the complete exploration of financial, internal, customer and learning and growth perspective. Furthermore, the report gives the indicators for the metrics, which would make feedback process effective and efficient. This feedback must be used to revise and improve the operational activities
Stakeholders
Identifying stakeholders is the first step of analysis of a case study. Gail Palmer Ashton Graduate School of Business has various stakeholders, which can be divided into two categories. Internal stakeholders include administration, employees, current students and business partners while external stakeholders consist of potential students, potential employees, alumni and recruiters. Planning a balanced scorecard, performance metrics and implementing them would have an impact on all these stakeholders.
Identification of Problem
According to the case study, the rankings of Gail Palmer Ashton School are consistent and it ranks among the top 20 Business Schools of USA. Even though the rankings remain consistent, the Dean of School, Jack Watkins feels like they have deviated from their initial line of course. The Dean feels like the principles on which the School was founded are not being followed rigorously. It has been stated in the case study that Ashton Graduate School
The Balance Scorecard Initiative
BUS 322 – Written Case
Miranda Zhang
7/29/2014
Executive Summary
This report provides the analysis of case study given to me. Gail Palmer Ashton Graduate School of Business ranks among the top schools of USA but the dean of the institute feels that the school has deviated from its foundations. This analysis proposes implementation of the balanced scorecard and performance metrics in order to achieve the four strategic goals of the institution.
Even the ranking is consistent and high the institute needs performance standards devised along the lines of end goals. A balanced scorecard has four perspectives and this report gives the complete exploration of financial, internal, customer and learning and growth perspective. Furthermore, the report gives the indicators for the metrics, which would make feedback process effective and efficient. This feedback must be used to revise and improve the operational activities
Stakeholders
Identifying stakeholders is the first step of analysis of a case study. Gail Palmer Ashton Graduate School of Business has various stakeholders, which can be divided into two categories. Internal stakeholders include administration, employees, current students and business partners while external stakeholders consist of potential students, potential employees, alumni and recruiters. Planning a balanced scorecard, performance metrics and implementing them would have an impact on all these stakeholders.
Identification of Problem
According to the case study, the rankings of Gail Palmer Ashton School are consistent and it ranks among the top 20 Business Schools of USA. Even though the rankings remain consistent, the Dean of School, Jack Watkins feels like they have deviated from their initial line of course. The Dean feels like the principles on which the School was founded are not being followed rigorously. It has been stated in the case study that Ashton Graduate School
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