BSC平衡记分卡.pptVIP

* * * * * * * Dr. Dila Agrizzi The Balanced ScorecardSummary Continual improvement is encouraged. Managers should carefully select the performance measures for their company’s balanced scorecard. Dr. Dila Agrizzi Balanced ScorecardSummary The BSC should be tailored to the company’s strategy; each company’s balanced scorecard should be unique. The theory should be viewed as tentative and subject to change. If the theory changes, then the performance measures on the balanced scorecard should also change. Dr. Dila Agrizzi Summary The BSC is a relatively new approach to managing organizations and consists of an integrated system of performance measures. BSC approach reflects the idea that cost and financial data alone cannot capture all the characteristics of competitive choice. It highlights the non-financial objectives that an organisation must achieve in order to meet its financial objectives. Dr. Dila Agrizzi Summary The BSC provides a management accounting system that supports an organization’s strategy with financial and non-financial performance indicators. Different companies will have different balanced scorecards because they have different strategies. Dr. Dila Agrizzi References Booth, R. (1997) Performance Management: Making it happen. Management Accounting (UK), November: 28-30 (handout) Chow, C.W., Haddad, K.M. and Williamson, J.E. (1997) Applying the balanced scorecard to small companies. Management Accounting (US), August: 21-27 (not available in the library) Ittner et al (2003) “Performance implications of strategic performance measurement in financial services firms”, Accounting, Organization and Society, vol 28, p. 715. Kaplan, R.S. and Norton, N.P. (1990) The balanced scorecard measures that drive performance. Harvard Business Review, January-February: 71-79 Kaplan, R.S. and Norton, N.P. (1996) The balanced scorecard: translating strategy into action. Harvard Business School Press Kaplan, R.S. and Norton, N.P. (2000) having trouble with y