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The paper “ The Implementation of the Business Scorecards System to Increase the Employee Performance Based on a Vision of Increased Output and Knowledge-Based”   is an exciting example of a case study on management. The case of the Ministry of Works-Bahrain’ s implementation of a balanced scorecard reflects on the system enabled to execute the strategy of a prestigious balanced scorecard hall of fame in 2009 with the government’ s aim of vision 2030, the scorecard aligns itself with social and economic transformation. The country in the Arab world has slightly over one million people in the population and has the freest and fastest-growing economy according to reports.

The vision’ s unveiling was an outcome of the consultation in a period of four years in regards to representation from private and public sectors, international bodies and academia. The vision aims at improving living standards, reforming of the government through radical measures, widespread privatization, offering better health and education as well as enhancing the quality of life in the nation. All the ministries within the nation have to be aligned with the strategies of the vision. The public-private partnership was the enhancing harness as a measure of getting the forces while effective collaboration and coordination were instrumental.

Sustainable quality services had to be inclusive while the leading professional organizations were involved with the process. A corporate strategy map was obtained while the balanced scorecard cascaded into organization reliant on accountability as well as performance assigned to objective owners totaling to over 280. An outline of the official strategy management was implemented to regard the roles of different business plans and review the progress meetings. The Ministry of Works then integrated the risk management with strategies at the levels of corporate trough reports.

From the obtained analysis, the reports were placed on the balanced scorecard to ensure they achieved the target. The balanced scorecard was then used as the blueprint for ensuring all streamlined activities, strategies and goals were aligned with expectations with the intended outcomes of vision 2030.Implementation StepsOnce the revitalization and refocus on the scorecard effort was enabled, the implementation steps were determined into five phases. It required the mobilization of change through executive leadership, translation of strategy into operation terms, aligning the organization to the determined strategies, making the strategies everyone’ s job and finally enabling the continuous process of actualization.

The steps began by holding workshops in terms of awareness and developed training schedules. Cross-functional teams including managers were put into organized four teams that would develop the strategy maps. The above had to fit with the four themes used on the initial basis. A draft strategy was conducted through a workshop and it was made possible with harmonizing the outcomes obtained whilst not deviating from the vision 2030 and the developed themes at the basis of the scorecard strategy formation. The public and private partnership theme enhances the growth of expanded infrastructure within the country from the previous years.

Outsourcing of the support from the private sector is instrumental to similar growth on a large scale. The quality service theme had to be linked with the MoW strategy, as there was no prior objective before the periods of its institution. Budget utilization was enhanced as well as increased numbers of staff in the certified forms of management in the projects.

The key planning player's strategic theme has led to the implementation of the balanced scorecard. In turn, the country’ s aligned strategies have been expected from the themes through economic development and ensuring the board is on the song. The leading professional organizational strategic theme has led to training budget increase on a ten-fold basis while the staff performances have been great, thereby reducing turnovers as well as improved media perception.

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