BACKGROUND READING OPTIONAL
MacKay, A., (2004) A practitioners guide to the balanced scorecard: A practitioners’ report based on: Shareholder and stakeholder approaches to strategic performance measurement using the balanced scorecard. Chartered Institute of Management Accountants. Retrieved from: http://www.cimaglobal.com/Documents/Thought_ leadership_docs/tech_resrep_a_practitioners_guide_to_the_balanced_scorecard_2005.pdf
Review Chapters 1-6 and read section 7.2 of:
Murby, L., Gould, S., (2005). Effective Performance Management with the Balanced Scorecard: Technical Report. Chartered Institute of Management Accountants. Retrieved from: http://www.cimaglobal.com/Documents/ImportedDocuments/
Read the following:
Armitage, H., Scholey, C., (2006). Using strategy maps to drive performance. Society of Mgt. Accountants of Canada. Retrieved from: http://www.cimaglobal.com/documents/importeddocuments/tech_mag_strategy_mapping_march07.pdf
Also take a look at the following web page and download the Strategy Map in a word document. This is a real simple example that will assist you in your strategy mapping discussions
National Institute of Standards & Technology [NIST]., (2012). Baldrige Program Strategy Map. Retrieved from: http://www.nist.gov/baldrige/about/strategy_map.cfm
This web article will be helpful for focusing your SLP.
Niven, P. (N.D.) Learning and growth perspective. EPM Review. Retrieved from http://www.epmreview.com/resources/articles/item/87-learning-and-growth-perspective.html
Explain the process of strategy mapping and how it relates to performance management and establishing value propositions. You may discuss this theoretically or use the Glacier Inn case study presented in the Armitage and Scholey (2009) document in your readings to serve as an example for integrating these ideas. Alternatively, you can use the Hazard Action Zone case study presented in Murby & Gold document (see background readings) if you’d prefer.
Armitage, H., Scholey, C., (2006). Using strategy maps to drive performance. Society of Mgt. Accountants of Canada. Retrieved from: http://www.cimaglobal.com/Documents/ImportedDocuments/Tech_MAG_Strategy_Mapping_March07.pdf
Your essay should be 4 to 5 pages long and include the following:
Introduction: In this part of your essay you will need to introduce your topic and provide a very brief overview of the key points you plan to make in your paper.
Analysis: In this section you will present the actual comparison and contrast between BAA’s approach to the Balanced Scorecard and more traditional approaches.
Conclusion: Wrap up your argument with a clear and cogent synopsis of your findings. Do your best to convince your reader (aka, your professor) as to your position.
Additional Instructions: Your essay should be 3 to 4 pages in length (not counting your title page or references). You must include a list of references. APA formatting is preferred. Do not paste in sections of text into your essay. All of your work must be written in your own words. It’s OK to use a short quote now and again, but quotations must be in quotation marks and properly cited. In-text citations should be used anytime you are borrowing somebody else’s ideas, or information. That is to say, if you are borrowing a thought from a publication from J. Neutron’s article written in 2010, that section of text must be followed with (J. Neutron, 2010). Quotations, data, and general ideas (put into your own words) should all be cited.
For Module 4, consider your organization’s mission and strategy from the perspective of its learning and growth (from your work on the case, your previous course work, and your background reading, you should be reasonably clear what such activities are). In this section of the assignment you’ll begin to identify objectives and measures relevant to that perspective. Refer back to this presentation on objectives if you need to.
SLP Assignment Expectations
Once you’re reasonably clear on what’s involved, think about your organization and its learning and growth processes, and then:
Identify at least three objectives for improving the organization’s learning and growth, and show how they relate to the mission, vision and strategy of the organization.
For each objective, develop at least one meaningful performance measure (metric).
For each objective, identify at least one expected level of performance (target).
For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization’s strategy (initiative).
Comment briefly on the relationships of the learning and growth objectives that you’ve identified here to the financial objectives that you identified in the Module 1 SLP assignment, the customer service objectives you identified in Module 2, and/or the internal business process objectives you identified in Module 3. How do they help to fulfill those objectives? If they don’t (and they don’t have to), what makes them more important than objectives that would relate to customer service, business processes, or financial operations?
Finally, do you wish to make any changes to your Module 1, 2, or 3 objective write-ups in light of your Module 4 experience?
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