Essays on Balanced Scorecard Assignment

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The paper 'Balanced Scorecard' is a great example of a Management Assignment. A balanced scorecard is defined as a strategic management and planning systems that are mostly used comprehensively in industries, businesses, government organization as well as in nonprofit organizations globally with the aim of aligning the business activities to the strategy and vision of the organization, improve both external and internal communication and also keep an eye on an organizations performance when measured against the strategic goals (Kramar et al. , 2011). The framework has added strategic non-financial performance measures to the traditional financial metrics that were being used by the executives and managers and through this, they have a more balanced view of the performance of the organization they are heading.

The framework has evolved over time from just a simple performance measurement tool to a full and useful strategic management and planning system. It now transforms the strategic plans of an organization from being a passive and attractive document into the marching orders. The framework not only provides the performance measurement aspects, but it also plays an essential role in helping the planners to come up with a list of activities to be completed and measured thus enabling the executives to accurately execute the strategies they have in place (Balanced Scorecard Institute, 2016). Downsizing (human resource) Downsizing is termed as the intended elimination of a large number of a company’ s employees with the aim of enhancing organizational effectiveness (Kramar et al. , 2011).

This is mainly done in three ways that are through workforce reduction, organizational redesign, and systematic change. Through workforce reduction, the company makes use of a cost-cutting approach that places more emphasis on the redundancies and short term results.

Organizational redesign on the other hand relates to the de-layering or restructuring of an organization, eliminating certain layers, functions as well as some work processes. The last way of downsizing is through systematic change and it involves organizational cultural changes and it involves all the employees in the organization. The organization mainly engage in downsizing so as to reduce cost, introduce new technology, due to mergers and acquisitions thus the need to reducing the bureaucracy and they also engage in downsizing due to globalization as well as changes in the location of the business (London, Mone and Scott, 2004). Duty of care Duty of care refers to the relationships and circumstances that are recognized by law as giving rise to the duty of taking care.

In instances when there is a failure to take that care the defendant may be liable and should pay for damages to the parties that are injured or incurs a loss due to the breach of the duty of care (Kramar et al. , 2011). Duty of care strengthens all OHS activities that are required of the employers.

The OHS (Occupational Health and Safety) Acts are subsequently supported by ‘ codes of practice’ that are customized to exact risks, and they outline the steps that employers should take to remove the risk entirely or control the risk to a considerable level. In regard to the duty of care, organizations need to ensure that their workplaces are safe and are without any kind of risks to all the workers working in the organization and to any other individual who may be in one way or another be affected by those activities.

Workers also have an obligation to engage in reasonable care for others and themselves and they need to cooperate with instructions offered by the organization.

References

Balanced Scorecard Institute (2016). Balanced Scorecard Basics. Retrieved February 19, 2016 from http://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspx

Boxwell, Jr. & Robert, J. (1994). Benchmarking for Competitive Advantage. New York: McGraw-Hill.

Bredrup, H. (1995). Background for Performance Management em Asbjorn Rolstadas (Editor), Performance Management a Business Process Benchmarking Approach: 61-87. London, UK: Clays Ltd, St. Ives plc.

Kramar et al. (2011). Human Resource Management in Australia. New York: McGraw-Hill.

London M., Mone E. M. & Scott J. C. (2004). Performance management and assessment: methods for improved rater accuracy and employee goal-setting. Human Resource Management, 43 (4), 319–36.

Mayo A. (2001). The Human Value of the Enterprise: Valuing people as assets monitoring, measuring, managing. London: Nicolas Brealey.

Torrington D., Hall L. & Taylor S. (2005). Human Resource Management (6th edition).Harlow: FT/Prentice Hall.

Williams R. (2002). Managing Employee Performance: Design and implementation in Organizations. London: Thomson Learning.

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