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Finance & Accounting
Pages 14 (3514 words)
In general, the balanced scorecard is an important measure of strategy since it involves the measuring of results from some specific scores. Many scholars of management accountancy agree that there is a direct relationship between the kind of application of management strategies and the outcome of the application processes. …
According to various studies, the Balanced Score Card system affects strategy at the levels of finance, customer, internal, and growth. One advantage of this strategy is that it relies significantly on measurable outcomes that weigh against specific goals as spelt out in the organization’s specific mission and vision.
According to a range of financial management literature, the application of the Balanced Score Card is manifest at the financial level of strategy (Punniyamoorthy, & Murali, 2008; Figge, Hahn, Schaltegger, & Wagner, 2002, p. 269). This is because, financial growth strategies are comparably easier to ascertain as compared to the other levels of strategy as customer growth and satisfaction. The universal characteristic of these strategies involve the active application of specific periods within certain financial goals are measured (Brown & McDonnell, 1995). The levels of success or failure are measured within the specified period in order to obtain the most accurate standards of measurement as spelt out within specific growth objectives and strategies. On this score, it becomes appropriate to consider the fact that time factor remains one of the most important considerations of the rate of growth.
In many organizations, the determination of growth using the Balanced Score Card method involves the determination of revenue growths and profits (Chavan, 2009). This usually entails the determination of the rate of growth in profits as understood together with certain financial measurable. ...
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