Boston Lyric Opera

If the Balance Scorecard (BSC) section was included as a way to implement the new strategy, then I would say that the new

In this letter I present the most recent analysis and design of the Comprehensive Balance Scorecard (BSC) for a non-profit, award-winning, and highly progressive with an outstanding broad-based collection, Otago Museum. The Balanced Scorecard (BSC) is an example of a performance measurement system. The newly created performance measurement system incorporates four different dimensions, such as Financial, Community / Customer Perspective, Internal Business, and Learning / Innovation and Growth, in an effort to achieve goal congruence within an organization. Financial area is concerned with how well a company is using its resources. Also, it shows if an organization can further expand and operate its desired programs. Community / Customer

The use of a balanced scorecard when gauging the performance of executives at Paradigm Toys is useful because it measures several key areas that measure past and real time performance that directly affects the company. A balance scorecard can contain both financial and nonfinancial measures as well as both quantitative and qualitative performance measures. Additionally because a balance scorecard can be tailored to the business’s specific targets it can measure the substance of performance better that basic financial indicators that are usually considered the basis of performance ratings. It is important to use more than just financial indicators, because other factors, those qualitative in nature, measure how an employee does their job and gives a larger picture of how well an employee performs. For example, in the case of sales concerning installation of home improvement products one might be measured by repeat buyers or customer satisfaction of how well the salesman followed up with their sale and installation. This kind of non-financial factor can be used to measure the company’s goal of repeat buyer and customer satisfaction which can translate into future sales and growth. Financial indicators are used in similar ways, but are more quantitative in nature. The main reason to use financial indicators is because they can provide a clear picture

1. (TCO B) Identify four categories of measures that might constitute a Balanced Scorecard of performance measures and provide an example of each. Also explain how a Balanced Scorecard could assist your organization. This answer must be in your own words—significant cut and paste from the text or other sources is not acceptable. (Points : 30)

The balanced scorecard for the customer aspect correctly identifies factors that are needed to maintain a symphony that can be considered world class by all. The scorecard acknowledges the fact that they have to employ high

There are four perspectives when it comes to balanced scorecard. First one is learning and growth which means how the information and knowledge are processed and turned into competitive advantage against other companies. Second is about product manufacturing and making sure that all the products are made the same without any defaults. Third one is about customer satisfaction and making sure that customers are happy with product, service and price. Fourth one is about financial performance and making sure that company’s financial data is used properly.

The balanced scorecard does not focus solely on achieving financial objectives but also highlights the non-financial objectives .It balances the use of financial and non-financial performance measures to evaluate short-run and long-run performance in a single report . And this is problems faced by Norwalk Division managers. They complained about the continual pressure to meet short-term financial objectives in business that required extensive investments in risky projects to yield long-run returns. Furthermore, the Division-business strategy mentioned in Exhibit 1is not clearly and detailed enough for the whole company ,which is quite simple style and without a clear “quantitative data” as an objective ,it is difficult to communicate to employees and achieve the goals setup by headquarters.

“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…”

Based on what can be inferred from the case study, I think the scorecard for the symphony is well built to suit the vision and the mission of the organization. On the measures, I think that for customer satisfaction they should tie it to a measurable number of a customer feedback score, or instance desiring to receive a 70% or above on customer exit surveys. For internal process, I think a target for the amount of improvement based on cash or percentage is necessary. Finally, for learning and growth, again I think that a target should be associated with the measure of increased ticket sales by 10% and a customer return rate of over 65%.

2. The balanced scoreboard approach has gained popularity in recent years. What is this approach and how does it integrate strategic and operational control?

2. The balanced scoreboard approach has gained popularity in recent years. What is this approach and how does it integrate strategic and operational control?

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

The balanced scorecard is a strategic planning and management system that was developed by Dr. Robert S. Kaplan and Dr. David P. Norton in the early 1990's. Their goal was to provide organizations with a clear understanding of what to measure in order to improve performance and results (Balanced Scorecard Institute 2014). The balanced scorecard is a framework that allows an organization to measure performance and compare it to the organization’s strategic objectives and goals (Kinney and Raiborn 2013, 10).

When students study to sing Italian bel canto opera, it’s better to use the work which performed by people who is original singer to imitate and practice. However, there are still a series of problems will happen for non-Italian students when they are study singing the opera, for example Semiramide. Bel raggio lusinghier. Even according to the video soundtrack to imitate, the overall effect artistic and performances is not satisfactory. The problems are pronunciation hesitation, slurred speech, unknown the meaning of the text. All of these problems will reduce the bel canto opera artistry.

The Balanced Scorecard (BSC) is a performance measurement tool that originated in the business worlds. Performance measurement is a way to track performance over time to assess if goals are being met. Organizations measure their performance to monitor how they’re doing in achieving their overall mission and goals.