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BALANCE SCORECARD GOWHAR RASOOL DEPARTMENT OF HRM AND OB

BALANCE SCORECARD GOWHAR RASOOL DEPARTMENT OF HRM AND OB. BALANCE SCORE CARD.

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BALANCE SCORECARD GOWHAR RASOOL DEPARTMENT OF HRM AND OB

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  1. BALANCE SCORECARD GOWHAR RASOOLDEPARTMENT OF HRM AND OB

  2. BALANCE SCORE CARD • Balance score card is the management system that is basically used in the business and industry, government and non governmental organisations. With the help of balance score card it helps in internal as well as external communication. Balance score card was originated by Drs. Robert Kaplan as a performance measurement framework. A balance score card is a performance metric used in strategic management, it is used to measure and provide feedback to organisations. Data collection is crucial to provide quantitative results, as the information gathered by managers and executives and used to make better decisions for the organizations.

  3. Balance score card

  4. PURPOSE BEHIND THE BALANCE SCORECARD • The balance scorecard is used to reinforce the good behaviours in an organization by four different areas called “legs” that need to be analyzed, which involves learning and growth, business processes customers and finance. Information is collected and analyzed from four aspects of the business first learning and growth are analyzed through the investigation of training and knowledge resources, the first leg handles how well information is captured and how effectively employees utilise the information to convert it into competitive advantage. Second business process checks how well products are manufactured. Operational management is analyzed to check gaps

  5. History of balance scorecard • Balance scorecard is an example of a closed loop controller applied to the management of the implementation of the strategy. In 1990 Art Schneiderman participated in an unrelated research study led by Robert s. Kaplan in conjunction with US management consultancy Nolan-Norton, and during this study described his work on performance measurement. Subsequently, Kaplan and David p. Norton included anonymous details of this balanced scorecard design in a 1992. 

  6. Characteristics of balance scorecard • The balanced scorecard and its derivatives is the presentation of a mixture of financial and non-financial measures each compared to a 'target' value within a single concise report. The report is not meant to be a replacement for traditional financial or operational reports but a succinct summary that captures the information most relevant to those reading it. It is the method by which this 'most relevant' information is determined (i.e., the design processes used to select the content) that most differentiates the various versions of the tool in circulation. The balanced scorecard indirectly also provides a useful insight into an organisation's strategy – by requiring general strategic statements (e.g. mission, vision) to be precipitated into more specific/tangible forms.

  7. Some companies went further, however and discovered the scorecard’s value as a milestone for strategic management system. In 1996 the authors describe how the balanced scorecard can address a serious deficiency in traditional management systems. the inability to link a company’s long-term strategy with its short-term financial goals. The scorecard lets managers introduce four new processes. • Translating the vision • Communicating and linking • Business planning • Feedback and learning

  8. DESIGN • Design of a balanced scorecard is about the identification of a small number of financial and non-financial measures and attaching targets to them, so that when they are reviewed it is possible to determine whether current performance 'meets expectations. The original thinking behind a balanced scorecard was for it to be focused on information relating to the implementation of a strategy, and over time there has been a blurring of the boundaries between conventional strategic planning and control activities and those required to design a balanced scorecard. four steps required to design the balance scorecard • Translating the vision into operational goals • Communicating the vision and link it to individual performance • Business planning • Feedback and learning, and adjusting the strategy accordingly.

  9. THANK YOU

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