The balanced scorecard approach a. evaluates performance using about 10 different perspectives in order to effectively incorporate all areas of the organization. b. uses rather vague, open statements when setting objectives in order to allow managers and employees flexibility. c. normally sets the financial objectives first, and then sets the objectives in the other perspectives to accomplish the financial objectives.
The balanced scorecard approach a. evaluates performance using about 10 different perspectives in order to effectively incorporate all areas of the organization. b. uses rather vague, open statements when setting objectives in order to allow managers and employees flexibility. c. normally sets the financial objectives first, and then sets the objectives in the other perspectives to accomplish the financial objectives.
Financial And Managerial Accounting
15th Edition
ISBN:9781337902663
Author:WARREN, Carl S.
Publisher:WARREN, Carl S.
Chapter28: The Balanced Scorecard And Corporate Social Responsibility
Section: Chapter Questions
Problem 2CMA: The balanced scorecard provides an action plan for achieving competitive success by focusing...
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The balanced scorecard approach
a. evaluates performance using about 10 different perspectives in order to effectively incorporate all areas of the organization.
b. uses rather vague, open statements when setting objectives in order to allow managers and employees flexibility.
c. normally sets the financial objectives first, and then sets the objectives in the other perspectives to accomplish the financial objectives.
d. uses only financial measures to evaluate performance.
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