Please original work Storyline: You were introduced to the concept of balanced scorecard this week. The Balanced Scorecard is a business tool that has grown in popularity. It provides a quick overview of the several performance measures in several areas of the organization. Some managers feel that whatever gets measured will get improved simply because it is getting additional attention. However, not everyone agrees that the scorecard is an effective performance management tool.Emma is on the fence. View the Balanced Scorecard concept and share your recommendations as to whether or not CM Tech should adopt the tool.Overview of the balanced scorecard that describes what the scorecard is and what a management team would hope to accomplish by using one. Talk about the advantages and disadvantages of using a Balanced Scorecard. Should CM Tech adopt the Balanced Scorecard. (examples Please add references with weblinks

Please original work Storyline: You were introduced to the concept of balanced scorecard this week. The Balanced Scorecard is a business tool that has grown in popularity. It provides a quick overview of the several performance measures in several areas of the organization. Some managers feel that whatever gets measured will get improved simply because it is getting additional attention. However, not everyone agrees that the scorecard is an effective performance management tool.Emma is on the fence. View the Balanced Scorecard concept and share your recommendations as to whether or not CM Tech should adopt the tool.Overview of the balanced scorecard that describes what the scorecard is and what a management team would hope to accomplish by using one. Talk about the advantages and disadvantages of using a Balanced Scorecard. Should CM Tech adopt the Balanced Scorecard. (examples Please add references with weblinks

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter10: Designing Organization Structure

Section: Chapter Questions

Problem 3ED

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Cousins Jeri Lynn De Bose, Tish Hoover, and Josephine (Joey) Parks looked forward to meeting up during the Christmas holidays to compare notes on the results of midyear teacher evaluations. All were public school teachers in districts scattered over the state. In the pressured search for new levels of teacher accountability demanded by legislators, the state department of education joined 16 other States in implementing a new teacher evaluation system. The goal is to hold teachers account-able for student learning progress in the classroom. Under the guidance of the National Council for Teacher Quality, criteria varies by State, but in most cases, 40 percent of each teacher's accountability score would be based on the principal's evaluation and ranking based on personal observation, 30 percent would be based on personal observation by a master teacher from outside the district, and the Other 30 percent would be based on student test score gains. The state department of education would set a performance goal each school district, and the principal would set a performance goal for each teacher. In preparation, the State conducted intensive training sessions for principals and designated master teachers who would conduct the evaluations based on four class observations per teacher Officials used standardized achievement tests to derive value-added scores that measure student learning over the year. Teacher ratings were 1-5, with I am being the lowest and 5 representing near perfection. The publication of the first year's evaluations stirred interest and controversy, particularly among teachers who worried about the possible long-term effects on job retention and tenure. Now, with the first-year evaluations in hand, the three cousins pored over their experiences. The three represented different types of school systems within the state. Jeri Lynn worked for a metropolitan system in the state capital. The system included many low-income students whose first language was nor English, and several schools within the system were teetering on the brink of State takeover if improvement in student scores didn't materialize this school year. Tish worked in a county System dominated by upper-income residents, and Joey taught in the rural community in which all three grew up. The rural community had high unemployment, and a low percentage of graduates went on to college. As a result, the cousins came to the table with differing teaching experiences. "The numbers are all over the place," Jeri Lynn remarked as she studied the pages. "The whole system is flawed, and they need to make changes," Joey said. "It's too subjective. The principal and master teacher observations are subjective because there are personal factors that affect a true outcome." "Yeah, look at the numbers from your upper-income district," Jeri Lynn said to Tish. "How can 60 percent of the teachers score 5s?' Tish chuckled. "Yeah, lucky us. Our schools are overflowing with children from wealthy families. These are the kids who will apply to Ivy League schools. I can tell you that the principals are going to avoid confrontation on all fronts. No principal is going to give any indication that their students are receiving an education that's less than perfect, and that means cramming the rankings with 5s. They claim a higher level of motivation for students, and thus the selection of an elite team of educators. So with those pressures, I don't think we get personal feedback that is accurate." "At the other end of the spectrum, we have my rural district," Joey said. "The big problem is that the principals know everyone and have longstanding relationships with everyone in the county, so I think scores are based on personal history. We could almost predict who would get high or low scores before the observations. For principals, it can go back as far as 'his daddy and my daddy hated each other in high school, and now I get to evaluate his daughter "I think that in many cases, principals feel pressure to align scores with state expectations. The stare expected my district to have high scores and expected rural schools such as yours to be lower," Tish said. "But isn't that partially offset by lower goals for the rural school distracts responded Joey. "The key to the accountability system is the principal in each school," Jeri Lynn suggested. "With several of the schools in Metro teetering on the edge of state takeover by the end of the year, we had lots of strict principals who wanted to hold our feet to the fire with lower scores." "I thought the whole idea was to provide the teachers With feedback so that we would know the areas where we need improvement," Tish said. "The principals were supposed to conduct two observations in the fall and two more in the spring," Jeri Lynn said. think that's asking too much of them when they already have so much on their plates. I think a lot of them are skimping on their visits. know I only had one observation last semester, and I'm sure Mr. Talley just faked the second set of numbers. The master teachers make only two observations a year, which may be more objective but counts for less." "I'm wondering, too, how a principal measure performance in a course area outside his area of expertise, such as math," Joey said. "If the guy has a phobia about math, anything the teacher says or does is going to 100k brilliant-thus a 5." Tish and Jeri Lynn looked at each other and laughed. "Maybe we picked the wrong subjects," Tish said. "My question is one of perception," Jeri Lynn said. "A large percentage of my students are ELL. That affects their scores. How do you measure a 3 in my situation against a 5 for Tish? At the end of the school year, little Carlos is thrilled that his reading in English has improved, but there`s no Big Bang here. a slow steady improvement that may not actually show up in big strides for a couple of years: "So, the question is how do they create a system that is fair?" Tish asked. "And accurate," added Jeri Lynn. How might the state control the accuracy of principals who are conducting teacher evaluations? Explain.
The Balanced Scorecard is a useful performance management tool that incorporates financial and non-financial objectives. Discuss both the benefits and the drawbacks associated with the use of the Balanced Scorecard. Which type of business would most benefit from using this tool in their performance management system? Please answer this question with at least 150 words minimum.
1. The balanced scorecard has been considered as an appropriate measure to assess the effectiveness of social ventures and other non-profit organizations. Select a social venture you are familiar with and apply the balanced scorecard to measure its effectiveness.
find three companies that are currently using a Balanced Scorecard by completing an internet and library database search. Your task is to identify and discuss the perspectives and key performance measures of each organization’s balanced scorecard. Discuss in as much detail as possible the specifics of the balanced scorecard that is being used by these companies. You also need to analyze the significant strengths and weaknesses of each organization’s balanced scorecard. Many companies are using the Balanced Scorecard to assist in their performance management. In a Balanced Scorecard, the company's strategy is translated into a system of performance measures that are used to monitor the company's performance in meeting its strategic objectives. Be sure to clearly document the perspectives and performance measures being used by each of the three companies. This report should include your analysis of the strengths and weaknesses of each company's balanced scorecard.
The Balanced Scorecard is a useful performance management tool which incorporates financial and non-financial objectives. Discuss both the benefits and the drawbacks associated with the use of the Balanced Scorecard. Which type of business would most benefit from using this tool in their performance management system?
examine the key components and strategies involved in designing an effective performance management system that fosters goal alignment and facilitates employee growth. Additionally, you’ll discuss the benefits of such a system and provide practical considerations for its implementation using the job you have identified in previous module assignments. For this paper, consider the following questions: · Why are performance management systems important? What are the benefits? · Considering the job you identified in previous module assignments, what are the Key Performance Areas (KPA) or Key Results Areas (KRA) for this position? How do the KPA/KRAs align with the organizational goals? What supports are needed to enhance the employee’s performance? · How do you propose measuring the KPA/KRAs? Describe your proposed assessment procedures and annual timeline cycle. · How would you address performance that does not meet expectations? · What…
Some organizations may have detailed strategies for measuring product quality and customer satisfaction, but do not put the same emphasis on employee performance expectations. Discuss the possible consequences for an organization that does not use sound performance expectations as part of its performance management strategy.
What exactly is a balanced scorecard? Describe each of its four components.
Describe the advantages of using a balanced scorecard to measure and control organizational performance. Suppose you created a balanced scorecard for a major supermarket in your country. What specific customer service measures would you include?
Implement an Employee Performance Program You have been hired as the new General Manager (GM) of a casual dining property, such as Bone Fish Grill, Red Lobster or Olive Garden. Your Direct Report (boss/District Manager) has told you to implement the corporate Employee Performance Evaluation program. Apparently, your predecessor did not have the program in place. You have about 40 – 50 staff on the property, including a team of managers – Chef, FOH manager, and shift supervisors. The corporation uses a Graphic Rating Scale and expects managers to evaluate staff every year. Questions: 1.Introduction: As the new GM, do you think implementing an employee performance evaluation system is a good idea? Why or why not? What is the purpose of Performance Appraisals? 2.Steps: What steps do you need to take to implement this system? How long will it take? 3.Methods (types) of Review Forms: What is a Graphic Rating Scale? Will you use Self-Evaluations, Peer Evaluations, 180 Staff evaluations of…
As manager of a local automobile repair shop, you want to develop a balanced scorecard so you can more effectively monitor the shop’s performance. Propose at least two goals for each dimension, and explain why those goals are important to the overall success of the repair shop. One goal should be purely performance-oriented and the other should be risk-related. Suggest specific measures for each goal developed in part a. (Please provide new answers)
Write a 700- to 1,050-word report in which you explain how you will apply evaluation strategies to evaluate your selected criminal justice program. The report will be shared with your supervisor, who wants to justify the evaluation to key decision-makers and stakeholders. Use the following 4 headings in your report and address the following topics in your report: Program Analysis Identify and provide a link to the criminal justice program you researched. Briefly describe the criminal justice program you selected in the Week 1 Assessment Preparation task. Indicate whether the program is a local, state, or federal program. Explain the organization’s mission. Explain the goals/objectives of the program. Explain a strategy and/or activity of the program. Include details to explain how the strategy or activity supports program goals. Policy Analysis Identify and provide a link to the criminal justice policy you selected and researched in the Week 1 Assessment Preparation task.…