An examination of the balanced scorecard concept and how it can be used to better understand the firm of Young, Martinez & Cheung, its operation and its future.
Written in 2009; 3,037 words; 5 sources; APA; $ 89.95
Paper Summary:
This paper discusses aspects of organizational leadership. It specifically examines the concept of the balanced scorecard and discusses how it can be a way of better understanding all of the elements combining to produce the firm, Young, Martinez & Cheung. The paper evaluates the individual indicators of the balanced scorecard, together and apart, to show a whole picture of the organization, its operation and its future.
Table of Contents:
Research Component
Case Component
Introduction
Financial
Customer
Internal Business Process
Organizational Learning
From the Paper:
"It is pertinent to acknowledge that the issue of Balanced Scorecard adoption exposes the problems at Martinez, Young & Cheung to be somewhat universal amongst professional firms. Such is to say that in a sense, it is not a new phenomenon to transition from the consideration of strictly financial indicators to a consideration of less instantly tangible indicators in addition. However, it is fairly new that these considerations are taking on a majority impact over future success for companies. Where older 'tangible' factors related to finance such as inventory, facilities and equipment used to offer a more complete picture of the realities of a company's future outlook, now newer intangible considerations relating to a company's procedural effectiveness, strategic orientation and knowledge economy are all of greater importance. This is why it is important for companies to apply a more formal evaluation process to such matters as the relationship between tangible and intangible factors."
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