8. Accounting as control

2014 ◽  
Author(s):  
Christopher Nobes
Keyword(s):  
Performance Evaluation ◽  
Cash Flow ◽  
Balanced Scorecard ◽  
Economic Resources ◽  
Coordination Control ◽  
Strategic Objectives ◽  
Balanced Scorecards ◽  
And Performance ◽  
Cash Flow Forecasts ◽  
High Level

How does budgeting work, and how is it useful? What are standard costs and how do they help in controlling production? How can a balanced scorecard improve control? ‘Accounting as control’ looks at some ways in which accounting can be used by managers to control their organizations. The two main high-level purposes of budgeting are to optimize the use of the economic resources within the firm in order to maximize profit, and to help the firm to achieve its overall strategic objectives. Six aspects of budgeting are considered: planning, motivation, delegation, communication/coordination, control, and performance evaluation. Cash flow forecasts, flexible budgeting, zero-base budgeting, standard costings, and balanced scorecards are also explained.

scholarly journals Strategic Planning dan Balanced Scorecard serta Penerapannya pada Restoran Cepat Saji Wendy’s

2018 ◽  
Vol 10 (1) ◽  
Author(s):  
Felisia
Keyword(s):  
Strategic Planning ◽  
Balanced Scorecard ◽  
Fast Food ◽  
Global Market ◽  
Strategic Objectives ◽  
Planning Strategy ◽  
Food Industries ◽  
Balanced Scorecards ◽  
Strategy Map ◽  
And Performance

Organizations need to improve their performances in order to compete in global market. To improve performance, organizations need strategies and performance evaluation measurements. Strategies must be allied within the industry which the organizations competed in. Strategies are formulated by evaluating external factors such as opportunities and threats, and internal factors such as strengths and weaknesses. After determining strategies, organizations formulate strategic planning to implement the strategies determined. Organizations also design strategy maps and balanced scorecards to describe how they could create value by connecting their strategic objectives. Fast food industries have grown in the past years. According to QSR Magazine in 2012, Wendy’s is one of the top ten highest rated food chains, next to McDonalds, Kentucky Fried Chicken, Burger King, Pizza Hut, Subway, Dominos Pizza, Strabucks, Dunkin Donuts,andDairy Queen. This article analyzes strategies, strategy map, and balanced scorecard in Wendy’s. Through this article, readers will know the importance of strategic planning, strategy map, and balanced scorecard for organizations.  Keywords: Strategic Planning, Strategy Map, Balanced Scorecard 

Design and planning of the balanced scorecard: A case study

2007 ◽  
Vol 26 (3) ◽  
pp. 217-227
Author(s):  
Ming-Hon Hwang ◽  
Hsin Rau
Keyword(s):  
Performance Evaluation ◽  
Balanced Scorecard ◽  
Process Management ◽  
Planning Process ◽  
Company Performance ◽  
Correct Process ◽  
The Balanced Scorecard ◽  
Strategy Planning ◽  
And Performance

In the industrial economy, evaluating company performance based on financial results was good enough. However, in the current globalized and highly competitive environment, maintaining long term competitiveness requires companies to engage in overall strategic planning and performance evaluation. The balanced scorecard is a tool or method for balancing an organization's performance and can react to situations where a company's direction becomes disoriented. This approach assists in strategy planning, process management, and performance evaluation from four perspectives, including financial, customer, internal process, and learning and growth. Good strategy planning provides companies with a correct management direction, correct process management ensures the efficient execution of plans, and correct performance evaluation illustrates the execution results. This study mainly focuses on how a large rubber company in Taiwan utilizes the balanced scorecard in its organization. As the technical perspective is important in the rubber keypad industry, besides the four above perspectives, this company has added the technical perspective. By introducing this company and its progress in implementing the balanced scorecard, this study hopes to provide other companies, especially rubber companies, with a planning direction and reference for the future implementation of the balanced scorecard.

Supply Chain Performance Measurement and Organizational Alignment in the Digital World

2019 ◽  
pp. 128-154
Author(s):  
Ehap Sabri ◽  
Rohan Vishwasrao
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
Maturity Model ◽  
Maturity Models ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Digital World ◽  
Road Map ◽  
And Performance

The authors describe how organizations can leverage the maturity model approach in conjunction with foundational concepts of perspective-based performance evaluation models like the balanced scorecard (BSC) to define a comprehensive performance measurement framework. A maturity model by design provides a road-map to the next level of performance. In this chapter, the authors propose using maturity models as a structured way of identifying current capability or maturity level of any supply chain. The authors provide guidance on selecting the right “causal linkages” between supply chain objectives and performance measures. They then define a mechanism for specifying even more granular definitions of measures linked to strategic objectives, as the level of maturity progresses. In this chapter, the authors survey widely used supply chain/business process maturity models and current practices related to measuring operational metric. And then present a tiered framework for operational metric alignment and KPI governance based on perspective-based modeling design principles.

scholarly journals Using of the Balanced Scorecard for Performance Evaluation: Empirical Evidence from the Listed Corporations in the Palestine Exchange (PEX)

2016 ◽  
Vol 11 (3) ◽  
pp. 215
Author(s):  
Raed Ibrahim Saad ◽  
Zahran Mohammad Ali Daraghma
Keyword(s):  
Performance Evaluation ◽  
Strategic Planning ◽  
Empirical Evidence ◽  
Business Process ◽  
Balanced Scorecard ◽  
Descriptive Statistics ◽  
The Balanced Scorecard ◽  
Process Indicators ◽  
And Performance ◽  
Growth Indicators

<p>This manuscript is aiming at testing the extent to which the listed Palestinian corporations in the Palestine Exchange (PEX) are using the four perspectives of the Balanced Scorecard (BSC) in evaluating the performance. In order to achieve the previous objective, this paper uses a questionnaire to investigate the opinions of the financial managers of the listed corporations in thePEX. In relation to the results of the distributed questionnaire forms, there are 37 questionnaire forms, where 32 questionnaire forms were returned (32 out of 37) which presents (86.5%). This study employs the descriptive statistics in order to state the outcomes. However, the findings of this paper state the following points: (1) The financial managers rely on the financial and customer perspectives for evaluating the performance of the listed corporations in thePEX. (2) The Palestinian listed corporations do not rely on the learning and growth indicators for measuring the performance. (3) The Palestinian listed corporations do not rely on the business process indicators for measuring the performance. (4) This paper concludes that the listed corporations in Palestine do not rely on theBSCindicators for measuring the performance in a correct and complete way.</p>Finally yet importantly, this manuscript strongly recommends the listed corporations in the PEX to adopt the BSC for evaluating the performance. It also recommends the Palestine Exchange to obligate the listed corporations to use the BSC as a tool for strategic planning and performance evaluation.

scholarly journals PENILAIAN KINERJA PERGURUAN TINGGI ISLAM DENGAN BALANCED SCORECARD AGAR TERWUJUD LEMBAGA PENDIDIKAN ISLAM BERBASIS MAQASID SYARIAH

2017 ◽  
Vol 8 (2) ◽  
pp. 121-131
Author(s):  
Zuraidah Zuraidah ◽  
Esy Nur Aisayah
Keyword(s):  
Organizational Performance ◽  
Internal Control ◽  
Balanced Scorecard ◽  
Performance Measure ◽  
Strategic Objectives ◽  
Internal Process ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Process Perspective ◽  
And Performance

In improving organizational performance, alignment an organizations and individuals in the organization is very important. Balanced Scorecard is one of the alternative performance measure that aims to combine the performance measures of financial and non-financial. Inspired by Kaplan and Norton, the concept was developed in four perspectives: financial, customer, internal process and learning and growth. This article discusses how to build a balanced scorecard, include determining the strategic objectives, measures, targets, initiatives, and implementing the balanced scorecard in public organizations. The performance assessment of Islamic Universities have: 1) strategic targets financial perspective: the ability to obtain funding and cost efficiency, 2) strategic objectives perspectives of stakeholders, namely the satisfaction and pride for students, 3) strategic objectives of internal process perspective is a internal business portal, process and policy procedures, financial systems and reporting, internal control and performance measurement, research and community service quality, 4) strategic objectives of learning and growth perspectives improve the professionalism of human resources, improve the quality and infrastructure facilities. Islamic university has 21 strategic objectives in the four perspectives of the balanced scorecard. As well as the maqasid syariah used as an indicator both in aligning the results of an assessment of the performance of the Islamic universities.

Determining quantitative targets for performance measures in the balanced scorecard method using response surface methodology

2018 ◽  
Vol 56 (9) ◽  
pp. 2006-2037 ◽  
Author(s):  
Sorour Farokhi ◽  
Emad Roghanian
Keyword(s):  
Response Surface Methodology ◽  
Performance Evaluation ◽  
Response Surface ◽  
Performance Measures ◽  
Balanced Scorecard ◽  
Decision Makers ◽  
Content Type ◽  
Strategic Objectives ◽  
Strategy Map ◽  
Optimal Values

Purpose The purpose of this paper is to propose a quantitative methodology for setting targets in the framework of Balanced Scorecard (BSC) in order to achieve vision and goals. Design/methodology/approach Response Surface Methodology is proposed to find the significant relationships that should be included in the strategy map and the optimal values of performance measures are assessed by using the desirability function-based approach of RSM. The proposed method was created by reviewing the existing literature, modeling the problem, and applying it in an oil company. In fact, RSM is used to execute the design matrix, analyze the collected data, extract models, analyze the results, and optimize the procedures that generate multiple responses. Findings By applying this methodological design, a clearer picture of the relationships between strategic objectives is obtained and the influence of strategic objectives on one another is determined. Afterward, optimal values for performance measures are determined. Research limitations/implications This paper proposes a framework for constructing a strategy map and setting quantitative targets to translate the goals and strategies into corresponding performance measures and targets. Also, this paper presents a case study to demonstrate the applicability and effectiveness of the proposed approach. However, RSM-based techniques require a greater amount of data to generate more accurate results. Although the advent of the Information Age has forced organizations’ decision makers to provide sufficient information and data for business analysis, the data requirements of RSM-based techniques are met. Practical implications In practice, the process of setting targets for performance measures can be challenging in terms of reaching a consensus between managers and decision makers. The findings of this paper can offer a new approach for performance evaluation based on the BSC which allows the organization’s decision makers to reach a more accurate picture of the relationship model between organization goals and those objectives within the BSC. It also demonstrates how decision makers can be guided in the process of defining performance target values in the BSC method. Originality/value Reviewing the literature on setting quantitative targets within the framework of the BSC showed no prior study in which RSM is used. This approach has two main contributions: the associations among strategic objectives are investigated and obtained in an effective way which analytically identifies the direction and degree of the relations among the performance measures. Considering the performance evaluation structure based on the BSC, quantitative targets have been determined to help in achieving the long-term goals of the organization. The application of the proposed method in a company showed that the contributions of this research are not only theoretical, but practical as well.

Redesain Balanced Scorecard Strategy Map Berdasar Konsep KPI dan KRI

2013 ◽  
Vol 2 (2) ◽  
pp. 57
Author(s):  
Vivi Triyanti ◽  
Marsellinus Bachtiar ◽  
Carlos Yohan Rafavy
Keyword(s):  
Balanced Scorecard ◽  
Performance Indicator ◽  
Application Development ◽  
Strategic Objectives ◽  
Process Indicators ◽  
Catholic University ◽  
Balanced Scorecards ◽  
Strategy Map ◽  
Key Indicators ◽  
Internal Business Process

<p class="Default"><em>Abstrak</em> <strong>- Tulisan ini terkait dengan penelitian mengenai pengembangan manajemen dashboard di Fakultas Teknik Unika Atma Jaya. Pada penelitian sebelumnya telah dihasilkan rancangan peta strategi yang memuat tujuan-tujuan strategis (<em>strategic objectives</em>) dan indikator (<em>lead dan lag</em>) dari FT Unika Atma Jaya (UAJ) yang terbagi dalam empat perspektif <em>balanced scorecard</em> (BSC), yaitu:  Perspektif Pelayanan, Perspektif Pelanggan, Perspektif Proses Bisnis Internal, serta Perspektif Pembelajaran dan Organisasi. Peta tersebut kemudian direklasifikasi lagi sehingga lebih sesuai dengan konsep indikator kinerja (<em>Performance indicator </em>– PI) dan indikator hasil (<em>Result Indicators </em>– RI).  Terdapat 8 indikator proses yang diubah letaknya menjadi indikator hasil. Lebih lanjut, dari 120 indikator, terpilih 35 indikator yang dinyatakan sebagai KPI dan KRI, dan akan digunakan sebagai input di pembuatan aplikasi manajemen <em>dashboard</em>.</strong></p><p><strong><em> </em></strong></p><em>Abstract <strong>- </strong></em><strong>The paper is related to research about dashboard management development in Faculty of Engineering, Atma Jaya Catholic University of Indonesia. Previous research has resulted a strategy map with subsequent strategic objectives and indicators (lead and lag) for the Faculty of Engineering, which comprises of four Balanced Scorecards (BSC) perspectives as follows: Service, Customer, Internal Business Process, and Learning and Growth. The map then reclassified so that it fits to Performance indicators (PI) and Result Indicators (RI) concepts. which at the end of the day will be the basis for choosing key indicators (KPI and KRI). Finally, there are 8 process indicators that relocate to result indicators. Further, from 120 indicators, 35 indicators are chosen as KPI and KRI, which will be used in the next step of dashboard management application development.  </strong>

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