Balanced Scorecard Facilities Management

This essay examines Duke Children's Hospital's implementation of the balanced scorecard (BSC) approach monitoring and managing their performance. The Hospital achieved a dramatic turnaround in its finances and patient and staff satisfaction ratings over a period from 1993 to 2000. The case study authors attribute the Hospital's success to its use of the balanced scorecard methodology.

The Purpose: Today’s society focuses on customers’ satisfaction, most business ask the consumer to take surveys to learn more about their experience. It is highly important to make sure our customers leave happy and satisfied with our service, and if they feel any different we need to get

A balanced scorecard is a method company’s use to measure their performance. It includes objectives, strategies, and tactics. This paper will contain two strategic objectives for each of the four balanced scorecard areas (shareholder value or financial perspective, customer value perspective, process or internal perspective, and learning and growth perspective) for H & R Block. It will also have two strategies for every objective, one tactic for each strategy, and two methods to monitor and control the overall strategic plan for H&R Block.

“The balanced scorecard should translate a business unit’s mission and strategy into tangible objectives and measures. The measures represent a balance between external measures for shareholders and customers and internal measures of critical business processes, innovation and learning and growth. The measures are balance between outcome measures, the results of past efforts, and the measures that drive future performance. And the scorecard is balanced between objective, easily quantified outcome measures and subjective, somewhat judgmental, performance…”

According to the study Zelman et al (2003) showed that the Balanced Scorecard was introduced in all areas of a particular industry, particularly with regard to health care such as hospitals, health care systems, health insurers and long-term care. In addition, the balanced scorecard is not only introduced in certain areas even been in use for strategic management at the enterprise level but in use for the evaluation of health programs, the quality of care projects and improvements as well as performance measurement across the organization.

A Balanced Scorecard is, “A set of four measures directly linked to a company’s strategy: financial performance, customer knowledge, internal business processes, and learning and growth” (Pearce & Robinson, 2009, p. 202). Healthy Place needs to develop a balanced scorecard in order to assist in defining the company’s mission, values, vision, and SWOTT analysis. Herein, the four perspectives, financial performance, customer knowledge, internal business processes, and learning and growth will be discussed as they relate to the Healthy Place mission, values, vision, and SWOTT analysis.

This management tool can help Peyton Approved understand past strategies as well as determine areas that may need improving. The balanced scorecard looks at four different performance factors to running a successful business but for nonfinancial performance measure the following will be looked at. These factors include customer perspective and learning and growth perspective. Each factor contains key performance indicators, which need to be analyzes to make sure Peyton Approved is reaching its goals operationally. Customer perspective includes customer satisfaction ratings, percentage of market share, increase in customers, and repeat customers. Learning and growth perspective includes hours of employee training, employee satisfaction, percentage of employees having online access information about customers, and employee turnover

A balanced scorecard is a tool to provide management a way to bridge the gap between the organization’s strategy and vision and the operational processes used to do business. It enables the company to look at more than just the financial targets, but to include nonfinancial measures such as customer service, internal business processes and more. These intangible measures provide better focus on the organization’s long-term strategies. This paper is an attempt to analyze Frieda Fizz decision to utilize a balanced scorecard as they expand into new geographic areas. The strengths and weaknesses of each perspective are discussed along with the pros and cons of using

Similar to a vehicles control board, the balanced scorecard shows indicators of performance that gives an overview of the organization. A balanced scorecard, developed by Robert S. Kaplan and David P. Norton, is a tool that merges financial and nonfinancial measurements into a view of organizational performance linked to the strategy (Pearce & Robinson, 2009). Although several versions of balanced scorecards exist, each defines an organization’s mission, vision, and objectives. Demary & Sons’ mission is to deliver freight professionally and on time while committing to highway safety. The

49). Surveys can be used in a variety of ways to evaluate the organizational service commitment. Surveys sent through the mail or having a supervisor conduct a follow-up contact with the citizen to inquire about how the citizen would rate the service that they received are two such ways. Also, supervisors who follow-up officers on calls for service are better able to observe first-hand if the community is receiving quality customer service, and if not, they can make on-the-spot corrections to ensure that they do. Dose & Klimoski (1995) noted that “all complex organizations incorporate some sort of control system for the purpose of providing guidelines for employees as well as for managing performance” (p. 35).

The balanced scorecard is changing operating environment healthcare management and center tools and implementing up-to-date management tools for the organizations Columbia Memorial Hospital. The balanced scorecard (BSC) is considered a practical tool for high-income states to improve hospital performance. A set of performance actions secured to a strategic model and planes that has financial perspective of the customer internal perspective and knowledge, growth outlook Balanced scorecard is a strategy implementation tool that connects multiple SWOT analyses which are internal and external performance metrics to balance financial and strategic goals. The framework of strategic change and used to guide data collection and analysis contrasting

A balanced scorecard is the comprehensive collection of ongoing activities and processes that organizations use to systematically coordinate and align resources and actions with mission, vision and strategy throughout an organization making it a strategic planning and management system. (Balanced Scorecard Institute, 1998-2010). The scorecard exposes financial, customer, employee learning and growth, and internal business process objectives crucial to attaining goals of the vision and mission statements. When establishing such objectives, an evaluation of the company’s vision statement, mission statement, and furthermore, core values is

A balance scorecard is essential for developing a healthy business growing place. It is a vital key for defining the goals and targets of a company as well as the vision, mission and the SWOTT Analysis. A balanced scorecard is, “A set of measures that are directly linked to a company’s strategy: financial performance, customer knowledge, internal business processes, and learning and growth” (Pearce & Robinson, 2013, p. 194). This company will relate the in-building turbines values, mission, vision and SWOTT Analysis with the four perspectives of the scorecard (financial performance, customer knowledge, internal business process, and learning and

A Balanced Scorecard can be defined as a “performance management tool which began as a concept for measuring whether the smaller-scale operational activities of a company are aligned with its larger-scale objectives in terms of vision and strategy” (Wikipedia 2009, ¶ 1). Scents & Things will need to develop a balanced scorecard that will assist in meeting and help define the company’s values, mission, vision, and SWOT analysis. The balance scorecard is made up of four perspectives; financial, customer, learning and growing, and internal process. This paper will define each of the four perspectives objectives, performance measures, targets, and initiatives. The paper will also show how the perspectives relate

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