substantive
Question
You will be required to write substantive replies to other classmates’ threads. 500-600 words totalEach
reply must cite a minimum of 2 sources. Sources must include in text citiation and be in APA format with 100 word annotation.
Acceptable sources include the textbook, the Bible, outside scholarly articles, etc.
Substantive replies, in contrast to perfunctory replies, add value to the forum, enhance learning, and contain references to any new concepts or ideas presented.
The following suggestions will aid you in successfully composing substantive responses:
Compare/contrast the findings of others with your research.
Compare how the findings of others relate/add to the concepts learned in the required readings.
Share additional knowledge regarding the key topic that relates to the thread.
Key Concept Explanation
Balance Scorecard
Business organizations often utilize strategies to increase efficiencies while improving performance. One strategy or design which is a combination of both a strategic planning and management system is the balance scorecard. Both of these provide organizations provide management with a capability to link business activities visions with those of industry, government, and some nonprofit organizations (Huang, Pepper, & Graham, 2014). These capabilities include organization strategy, improvements in both internal and external communications which assists in monitoring trends throughout the organization.
The reason for wanting to learn more about these concepts is when developing a new business; in this case a non-profit Military Assistance Center, having strategies that can monitor trends for increase performance. The Balance Scorecard can assist linking other industry examples into a solid strategy that can be monitored based on measures of performance based on quantifiable metrics. This can facilitate expectations management and drive the direction of the organization to meet its organizational objectives.
Comparison
As mentioned, the Balanced Scorecard assisted many organizations both profit and non-profit businesses with simple easy to learn performance measures designs to a full blown strategic planning system. Some new research indicates new concepts in the Balanced Scorecard approach as one of transformation which can provide actual tasks to support the overall objectives of the organization meeting its mission as a final end state. This framework can assist any business not with just vital performance measures but also solidifying plans as to what tasks must be put into place and how they are linked to the overall goals of the organization where managers can legitimately implement their vision and strategies to fruition (Campbell, Datar, Kulp, & Narayanan, 2015).
Research including Balance Scorecard indicates various business strategies and models validate the performance measures through statistical analysis on organizational performance measures. Using proven methods such as the Balance Scorecard, literature provides the foundation of understanding the impact based on various business concepts, formulations and strategies (Campbell et al., 2015). Balanced Scorecard using management accounting demonstrates various strategies and concepts for business organizations to follow.
Article Summary
Weng (2011) ddetermining engineer educational processes for both the management and performance is the focus of the chosen article. Based on a performance evaluation model for an engineering educational system and using a performance evaluation tool; the researchers attempt to promote an effective strategy that trains students in a more effective manner producing better results than in the past. Using the theories provided with Balanced Scorecards the researchers demonstrate a performance evaluation process to measure its effectiveness. The Balanced Scorecard is a proven effective tool used in many business organizations. This particular study identifies and provides solid performance evaluation solutions and along with measurable outcomes through background peer reviewed articles, interviews with educational Department Chairs from top engineering programs based in Taiwan (Weng, 2011). The findings of this study are based on the four components which make up the Balanced Scorecard, and a more rigid objective performance evaluation design for engineering educational systems.
What is critical for the Balance Scorecard to be effective is a clearly articulate mission statement followed by linked organizational objectives and tasks to complete in order meet the goals. In order to accomplish these goals requires performance measures that are quantifiable and can be tied back to achieving specified tasks with associated objectives. When these conditions are met the Balance Scorecard can provide managers with the indicators of overall performance and targets areas necessary for improvement or modifications.
Biblical Integration
Organizational structure is not new to understanding the teachings contained in the Bible. In fact, there are several Scriptures where details of organizational structure are mentioned as expectations including “Write down the revelation and make it plain on tablets so that a herald may run with it” (Hab 2:2, NIV). The structure mentioned is vital to meeting the mission of the Christian worldview which is to spread the teachings of Jesus as personal Lord and Savior. There are many objectives and supporting tasks that must take place to meet this mission which includes education, acceptance, and the ability to communicate the consequences of failing to accept Jesus. As Paul was teaching how the Church should go about its business, he articulated “but everything should be done in a fitting and orderly way” (1 Cor 14:40, NIV). Although there is no specific mention of Balance Scorecard, or strategic messaging, the Bible provides the foundation for establishing a vision and a clear thought process on how to accomplish it through methodical structure based on a sound foundation from the Holy Spirit.
One of the best examples the Bible provides is the enormous process of feeding the multitude. Without the proper planning, organization and structure the mission would fail. The Bible states: “So they sat down in groups of hundreds and fifties. Taking the five loaves and the two fish and looking up to heaven, he gave thanks and broke the loaves. Then he gave them to his disciples to distribute to the people” (Ma 6:40-41, NIV). The difference between this example and those of businesses is that God was in control, not humans; therefore, the organizational structure worked. If businesses follow the Holy Spirit and place God ahead of their own interests, then He will provide the organizational structure for success if it is His will.
Application
Using the Balance Scorecard in a realistic organization today includes the innovative management policies based in a Portuguese bureaucratic agency. The Portuguese government utilized an incremental approach to quality management and a business excellence model which proved to be effective (Pimentel & Major, 2014). Results of the success of the Portuguese government demonstrate that the tested and new Balance Scorecard management model approach, using the quality management program proved to be successful. Additionally, the government processes that the Balance Scorecard provides demonstrated that the financial performance was met by the quantifiable metrics based on performance measures tied back to the key tasks that made up the organizational goals and mission (Pimentel & Major, 2014).
Annotated Bibliography
Campbell, D., Datar, S. M., Kulp, S. L., & Narayanan, V. G. (2015). Testing strategy with multiple performance measures: Evidence from a balanced scorecard at store 24. Journal
of Management Accounting Research, 27(2), 39-65.
Research in this particular paper looked at various business strategies and models from previous validated statistical analysis on an organizational performance measures. Using proven methods such as the Balance Scorecard, literature provides the foundation of understanding the impact based on various business concepts, formulations and strategies. Balanced Scorecard using management accounting demonstrates various strategies and concepts for business organizations to follow. The researchers examine various multidimensional performance parameters which can assist in determining between various strategic issues based on inputs, customer service outputs, and overall financial performance. Researchers use information based on proven statistical measurements and operating strategies. Findings provide business organizations strategies for positive customer experiences but more importantly methods of improving poor financial performance based on improper fits between strategies and the company’s own capabilities and skills based on performance measures the Balance Scorecard provides.
Darvish, H., Mohammadi, M., & Afsharpour, P. (2012). Studying the knowledge management – effect of promoting the four balanced scorecard perspectives: A case study at SAIPA
automobile manufacturing. Economic Insights – Trends & Challenges, 64(1), 9-23.
Recently the ability to obtain and apply certain knowledge base concepts are becoming available in an effort for organizations to obtain known objectives. In this particular study, the authors clearly defined the effects knowledge management provides in the advancement contained in four specific balanced scorecard designs. Utilizing Intellectual Capital (IC) as a foundation model within knowledge management provided the model structure for this particular survey. Samples obtain came from a variety of managers and directors of organizations within Sipa Automotive Company. The study analyzed data via a cross sectional survey through a questionnaire where both the Pearson correlation along with linear regression tests provided key findings. The results of the study indicate a positive and significant similarity among knowledge management models and the four specified Balanced Scorecard. The findings identified specific variables in priority including human capital, social capital and structural capital as important contributors based in rank order. Additionally, the regression analysis tests found a distinct correlation between knowledge management and the Balanced Scorecard. Finally, the study identifies that Product quality along with customer and staff satisfaction are the most important considerations of knowledge management within the strategic state of planning operations.
Huang, T., Pepper, M., & Graham, B. (2014). Implementing a sustainability balanced scorecard to contribute to the process of organizational legitimacy assessment. Australasian
Accounting Business & Finance Journal, 8(2). 15-34.
This particular study provided an analysis of utilizing the Sustainability Balanced Scorecard (SBSC) as providing a significant role within processing an organizational legitimacy assessment. The process design within this study first identifies and then examines pre-determined sustainability indicators within the Australian financial institution named Westpac. Theory design based on the view of legitimacy theory utilizing the Balanced Scorecard provides key aspects that educates the structure and framework the researchers aim to achieve as the foundation of the study. Results from the study provide four traditional Balanced Scorecard correlation where primary sources of important inputs towards Westpac reporting process in terms of sustainability. The results indicate that the four perspectives of a traditional BSC. Also, SBSC identified within the study articulated effectively focus points within reporting practice, delivering a cohesive overview based on the reporting procedures trends. The study utilized a lengthy background investigation based on social and environmental disclosers and reporting procedures as the primary processes articulated the focus activates of any organization.
Pimentel, L., & Major, M. J. (2014). Quality management and a balanced scorecard as supporting frameworks for a new management model and organizational change. Total Quality
Management, 25(7), 763–775.
This article focused on the implementation of both quality management and total quality management (TQM) in terms of impact on organizational change, and to investigate the role TQM along with a Balanced Scorecard has when considering new management models impact with the overall effectiveness of a business. This research incorporates a longitudinal study based on inclusion of innovative management policies based in a Portuguese bureaucratic agency. The study provided an incremental approach to quality management and a business excellence model. Findings of the study demonstrate that the tested and demonstrated new management model using the quality management program proved to be successful based on the parameters of the Balance Scorecard. Additionally, evidence demonstrates that the Balance Scorecard contributes significantly in organizational change to positive financial performance. This study provides a contribution within the literature based on quality management. Moreover, the study provided significant findings that demonstrate that successful quality management using Balance Scorecard in particular a government agency where there are few practical examples to pull from for studies.
Weng, M. H. (2011). The application of balanced scorecard to performance evaluation for engineering educational systems. The International Journal of Organizational Innovation, 4(2),
64-76.
Determining engineer educational processes for both the management and performance is the focus of this article. Based on a performance evaluation model for an engineering educational system and using a performance evaluation tool; the researchers attempt to promote an effective strategy that trains students in a more effective manner producing better results than in the past. Using the theories provided with Balanced Scorecards the researchers demonstrate a performance evaluation process to measure its effectiveness. The Balanced Scorecard is a proven effective tool used in many business organizations. This particular study identifies and provides solid performance evaluation solutions and along with measurable indices through background peer reviewed articles, interviews with educational Department Chairs from top engineering programs based in Taiwan. The findings of this study are based on the four components which make up the Balanced Scorecard, and a more rigid objective performance evaluation design for engineering educational systems.
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