Managers confuse BSC means with the ends Essay

Custom Student Mr. Teacher ENG 1001-04 17 May 2017

Managers confuse BSC means with the ends

Intel can maximize the success of the balanced scorecard implement by designing and implementing if properly. Cooperation of all managers is crucial to the success of balance scorecard. Leadership within the organization should realize that balanced scorecard is not a project measure rather that it is a program of change. The leaders and managers will be expended to mobilize the people within the organization while launching the balance scorecard. Resistance is inevitable and the managers of Intel should ensure that the managers see the benefits they could reap out of the management system.

For instance, managers in charge of more than one program/project will benefit from clarity when gauging performance. This is because he will be able to marry the desired outcomes with the organization strategies as a performance measure as opposed to the conventional on time and on budget measure previously used. The balance scorecard will help managers to defend their project performance based on facts rather than on speculation. More to that, organization strategy will be every persons job specifications thus more direction to employees effort will be raised.

In the end, Intel will maximize its performance outcome significantly one thing to note is that the balance scorecard will be unique to the needs of Intel, meaning, the metrics used to measure the performance of Intel will also be decided by management. Recommendations The balanced scorecard implementation at Intel should occur first on a simulation or experimentation basis before been replicated to the whole organization. This is because the process itself requires adequate funding and the results of the implementation process may vary and sometimes fail to make valuable impact.

Think of it as a piloting program. The situation is similar in other changes or projects undertaken within an organization, piloting is crucial companies, which have implemented balance scorecards voice certain challenges that Intel should be aware of for instance. Managers confuse BSC means with the ends. Other words, they confuse the investment of customers’ employees or suppliers with the goal while this is just a mean to improving performance of the organization. In instances where the concept of balance sco0recard has been misunderstood, it has been used to justify poor performance in financial terms.

In other cases, managers confuse an excellent design scorecard and clear metrics with the absolute winning strategy. Often this has taken precedence over other equally important activities. Therefore, Intel should be to weary of repeating mistakes done by other companies and carefully deliberate and rethink the strategy of implementing the balance scorecard. The balanced scorecard is a suitable system that will benefit Intel greatly. A proper implementation plan should be developed alongside the designing of the balance scorecard.

Additionally, support from staff and top level managers needs to be sought in order for the implementation process to be successful.

REFERENCES Oorschot, A. H (2002). Developing a balanced Scorecard with System Dynamics. Available At:Http://Www. Minase. Nl/Pdf/balancced Pdf.. accessed on September 26, 2007. Bain & Company. (2002). Vencedoras Confirmadas. Hsm Management, Sao Paulo, Ano 6, N. 31, P. 138-142, MarcoAbril. Balance scorecard institute. What is a balanced scorecard? Available at www. balancedscorecard. org accessed on September 26, 2007.

Dickinson, J. R. (2003) “The Feasibility Of The balanced Scorecard For Business Games. ” Developments in Business Simulation and Experiential Learning. Baltimore, Vol. 30, 2003, 90-98. Espstein, M. J & Wisner, P. S. (2001) “Increasing Corporate Accountability: The External Disclosure Of Balanced Scorecard Measures. ” Balanced Scorecard Report. Harvard Business School Press, Vol. 3, 4, 10-3. Kaplan, R. S. & Norton, D. P. (2000) “Having Trouble With Your Strategy? Then Map It. ” Harvard Business Review. Boston, Vol. 78, 5, Sept-Oct 2000b, 76-167. Kaplan, R.S. & Norton, D. P. (1993)

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Developments In Business Simulation and Experiential Learning, Baltimore, 30. Sauaia, A. (2001) “Evaluation Of Performance In Business Games: Financial and Non Financial Approaches. ” Developments in Business Simulation and Experiential Learning, San Diego, vol. 27, 210-4. Kallas, D. & Sauaia, A. (2003) “Cooperate For Profits Or Compete For Market? Study of Oligopolistic Pricing with a Business Game. ” Developments in Business Simulation and Experiential Learning, Baltimore, V. 30, P. 232-242. Stewart, S. (2000) “ABC, The Balanced Scorecard And EVA.

Distinguishing The Means From The End. ” Evaluation, London, V. 1, 2. Young, S. D. & O’Byrne, S. F. (2001) EVA and Value-Based Management: A Practical Guide To Implementation. New York: McGraw-Hill, 2001. 248. Hoque, Z. & James, W. (2000). Linking Balanced Scorecard Measures to Size and Market Factors: Impact on Organizational Performance. Journal of Management Accounting Research, 12, p. 1-17. Lipe, M. G. & Salterio, S. (2000). The Balanced Scorecard: Judgmental Effects of Common and Unique Performance Measures. The Accounting Review, 75, 3, p.283-298. Dilla, W. & Steinbart, P. (2005).

Relative Weighting of Common and Unique Balanced Scorecard Measures by Knowledge Decision Makers. Behavioral Research in Accounting, 17, p. 43-53. Warner, M. (2001). Comparative management: critical perspectives on business management. London, Routledge publishers. Sunden, J. & Stralton (2006) Introduction To Mangment Accounting. London, Prentice hall. Kirkegaad, H. (1997). Improving Accounting Reliability: Solvency, Insolvbency And Future Cash Flows. Westport, ct. quorum books publishers.

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