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ed to suit many organizations b. The measures developed must match the company's strategy and vision c. It can be effective in manufacturing merchandising, and service firms 23. Performance measures that allow a company to monitor the capabilities of the employee, the information system and the organizational structure would best be c

ed to suit many organizations b. The measures developed must match the company's strategy and vision c. It can be effective in manufacturing merchandising, and service firms 23. Performance measures that allow a company to monitor the capabilities of the employee, the information system and the organizational structure would best be c

Practical Management Science
Practical Management Science
6th Edition
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
Chapter2: Introduction To Spreadsheet Modeling
Section: Chapter Questions
Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...
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27.Which of the following is not true of the balanced scorecard approach to performance measurement?

a. A standard balanced scorecard can be developed to suit many organizations

b. The measures developed must match the company's strategy and vision

c. It can be effective in manufacturing merchandising, and service firms

23. Performance measures that allow a company to monitor the capabilities of the employee, the information system and the organizational structure would best be called:

a. Financial performance meaures

b. Innovative process measures 

c. Learning and growth measures

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