Balanced scorecard The notion of the Balanced Scorecard was developed by Robert Kaplan and David Norton in 1992 which has already widely used by many companies in the world (Helen Atkinson‚ 2006). The balanced scorecard not only focuses on the financial information but also nonfinancial information. However‚ with the rapid development the value of intangible assets such as intelligence becomes more important. Because the traditional management performance system always focuses on financial aspect
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Management THE IMPACT OF TOTAL QUALITY MANAGEMENT ON BANKS PERFORMANCE IN NIGERIA By: ADEOTI JOHNSON OLABODE Business Administration Department‚ University of Ilorin. ABSTRACT Banking authorities in every country of the world are paying great attention to the state of the three ‘S’ (3S) - safety‚ soundness and stability in their different banking systems. The competitive nature of the banking system in Nigeria has increased the number of district banks from eight in 1992 to forty two (42) in 1994 and
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Over all performance of AB bank Background of the Study The dissertation program is a connected part of the MBA program that all the students have to submit. The students are sent to various organizations where they are assigned to one or more projects. At the end of the program‚ the internees are required to place the accomplishments and findings of the project through the writing of the dissertation report covering the relevant topics. During this program‚ supervisor guilds each student- one
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1. Introduction The very first credit transaction in history certainly took place hundreds of years ago‚ before the existence of bank‚ credit bureaus‚ or credit departments. As the time passed‚ financial institutions developed to put funds from savers into the hands of borrowers who used this value to create economic value. Credit contributed to economic growth of countries throughout the world as it makes goods and services available to consumers‚ businesspersons‚ and governments. Although
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The balanced scorecard The balanced scorecard is an approach for the company to transfer the strategies‚ objectives and missions into performance measures. It aims at assist the organization to complete and manage the strategies which the organization set up. The balanced scorecard has different perspectives‚ such as financial‚ customer‚ community and internal processes and employees. And also each perspective has two different indicators‚ lead and lag. Lag indicator is a measurement for the company
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to manage business independent through the traditional system restriction of space or time. From past to now‚ traditional performance measure system focus on ‘Financial Performance’ and usually ignore the other aspects of performance and evaluation like Financial; Customer; Internal Business Processes and Learning and Growth. The weakness of adopting a financial performance is accounting methodologies as follow: “Certain financial analysis may be adversely affected by a company’s accounting methodologies
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Journal of Small Business Management 2006 44(3)‚ pp. 407–425 Entrepreneurs Use a Balanced Scorecard to Translate Strategy into Performance Measures by Andra Gumbus and Robert N. Lussier Although 50 percent of Fortune 1000 companies currently use a balanced scorecard (BSC)‚ few small businesses are using a BSC. A review of the literature finds no BSC papers in leading small business/entrepreneurship journals. This article begins with a discussion of the BSC and why a small business should
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HKU976 NEALE O’CONNOR MAKING BALANCED SCORECARD WORK TO IMPLEMENT BUSINESS STRATEGIES AT MAGIC TECHNOLOGY In August 2008‚ Magic Technology (“Magic”) launched an initiative to implement the balanced scorecard in its organisation. Alan Lo‚ the chief executive officer (“CEO”)‚ oversaw the implementation of the balanced scorecard at the company’s headquarters. Lo encountered both strategic and execution difficulties during implementation. Yet‚ such difficulties hinted at a more fundamental issue
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take into account the firm‚ its Customers‚ Competitors‚ Suppliers and its Employees. If all these are not monitored properly and the linkages not understood correctly‚ then it can impede the performance of an organisation (Porter‚ 1985) It is now more important for top management to understand the performance standards the organisation has to achieve‚ also to ensure that information is properly communicated to all employees. Top management must monitor the progress with regard to the achievement
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Balanced Scorecard: USPS Keller School of Management BSOP-588 Managing Quality Professor Robert Lee February 8‚ 2014 Introduction Performance management systems are often designed to enable organizations to plan‚ measure and control their performance‚ so that decisions‚ resources and activities can be better aligned with business strategies to achieve desired results and create shareholder value. The Balanced Scorecard is a performance tool using financial and
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