Rubric Name Undergraduate Generic Case and SLP Grading Rubric - Nov.docx

Rubric Name: Undergraduate Generic Case and SLP Grading
Rubric - Nov 4, 2013
Criteria
Level 4 - Excellent
Level 3 - Proficient
Level 2 - Developing
Level 1 - Emerging
Score and Feedback
Assignment-Driven Criteria
25 points
Demonstrates mastery covering all key elements of the
assignment in a substantive way.
22 points
Demonstrates considerable proficiency covering all key
elements of the assignment.
18 points

Demonstrates partial proficiency covering all key elements of
the assignment.
14 points
Demonstrates limited or poor proficiency covering all key
elements of the assignment.
18 points
Critical Thinking
10 points
Demonstrates mastery conceptualizing the problem, and
viewpoints and assumptions of experts are analyzed,
synthesized, and evaluated thoroughly; conclusions are
logically presented with appropriate rationale.
9 points
Demonstrates considerable proficiency conceptualizing the
problem, and viewpoints and assumptions of experts are
analyzed, synthesized, and evaluated proficiently; conclusions
are presented with necessary rationale.
7 points

Demonstrates partial proficiency conceptualizing the problem,
and viewpoints and assumptions of experts are analyzed,
synthesized, and partially evaluated conclusions are somewhat
consistent with the analysis and findings.
6 points
Demonstrates limited or poor proficiency conceptualizing the
problem, and viewpoints and assumptions of experts are
analyzed, synthesized, and limited or poorly evaluated
conclusions are either absent or poorly conceived and
supported.
7 points
Scholarly Writing
5 points
Demonstrates mastery and proficiency in scholarly written
communication to an appropriately specialized audience.
4 points
Demonstrates considerable proficiency in scholarly written
3 points

Demonstrate partial proficiency in scholarly written
2 points
Demonstrates limited or poor proficiency in scholarly written
4 points
Quality of References and Assignment Organization
7 points
Demonstrates mastery using relevant and quality sources and
uses appropriate, relevant, and compelling content to support
ideas, convey understanding of the topic and shape the whole
work.
6 points
Demonstrates considerable proficiency using somewhat
appropriate sources and demonstrates considerable proficiency
in using appropriate, relevant, and compelling content to
support ideas, convey understanding of the topic and shape the
whole work.
5 points

Demonstrates partial proficiency using occasionally appropriate
sources and partially uses appropriate, relevant, and compelling
content to support ideas, convey understanding of the topic and
shape the whole work.
4 points
Demonstrates limited or poor proficiency using sources and
appropriate and does not use appropriate, relevant, and
compelling content to support ideas, convey understanding of
the topic and shape the whole work.
4 points
Citing Sources
3 points
Demonstrates mastery using in-text citations of sources and
properly format full source information in the reference list
(bibliography).
2 points
Demonstrates considerable proficiency using of in-text citations
of sources and properly format full source information in the
reference list (bibliography).
1 point

Demonstrates partial proficiency using in-text citations of
sources and properly format full source information in the
0 points
Demonstrates limited or poor proficiency using text citations of
sources and properly format full source information in the
0 points
Overall Score
Level 4
45 or more
Level 3
40 or more
Level 2
35 or more
Level 1
0 or more
Score and Feedback
Overall Score
33
33 points
Feedback
Score
20 / 30 -
Feedback Date

Jun 23, 2014 5:12 PM
Dropbox Feedback
I would like to see more than just a chart. The chart is helpful,
but I would like to read your analysis.
Objective
Measure
Target
Action
1
Ensure delivery time of service to customer is reduced by half
One of the major ways that the organization can ensure a
reduction in the delivery time to acceptable levels is through
monitoring of complains received from customers. This can be
done through questionnaires provided to the customers after
they are served.
Looking also the number of customers served per day one can
know how long it took to serve each customer within a specific
number of hours.
Compliments from customers can help to know if they were
served timely without much delay.
One can set a target of serving a certain number of customers
within a given time to know and reduced time taken to serve
each customer.
To ensure that customer don’t complain with their delivery time
of service when given to fill questionnaire.
Another way to set target is through the sales where increase of
profit will indicate that many more customers have been served
Increasing the number of employees will reduce delivery time
service because no customer will have to wait to be served

because all other employees are engaged.
To increase the number of point of sells will help more
customers to be served with no delay.
To improve software’s used at point of sells ensure there is rise
of speed and customers will not have to wait long because of
the improved software’s.
2
To ensure the working relationship between employees is
enhanced
Complains received against each other, that can indicate that
there is no enhanced employee’s relationship.
Performance by employees can also be a measure because good
working relationship lid to high performance.
One can set target of ensuring that there is no complaints
received against each other.
The performance of employees has increased resulting from
good relationship between them
Team building is one of the best ways to improve relationships
because employees will learn how work together to achieve a
certain goal and how to complement each other weaknesses.
Training will help to improve skills of each employee so that no
one will fill unskilled compared to another.
3
To increase the output per employee of the organization
Performance from each employee is a good measure of knowing
how a certain employee output is.
Given number of sales can be set as target for each employee to
achieve.
To improve working environment of the employee so that there
is maximum concentration leading to increase in output.
Providing a safety physical environment will be helpful.

Improving incentives will motivate employee to work hard.
Running head: BALANCE SCORECARD IMPLEMENTATION
BALANCE SCORECARD IMPLEMENTATION
Balance Score Card Implementation
Name
Business Studies
Instructor
Date
Implementation of BSC based performance management system
in larger organization unlike smaller counterparts is a greater
challenge that stems from wider employee base who are
resistance to change.British Aerospace is example of large
organization that have successfully implemented the BSC with
more than 100,000 employees in nine ‘home’ markets (UK,
USA, Sweden, Saudi Arabia, France, Italy, Germany, Australia
and Canada) and had customers in more than 80 countries. In
this discussion, illustration of success and barrier of
implementation of BSC in large organization is done and

comparing BAA’s approach to the Balanced Scorecard and more
traditional approaches
British Aerospace(BAE) Systems used SAP to facilitate it in
reporting their monthly outcomes of the scorecard in a visually
appealing approachonline. As a result, the information was
shared effectively among all company employees, and this was
observed as key to management control. When the scorecard
was introduced to BAE in 1997, it included merely eight
performance measures. The number of performance
measureswas deliberately limited, to allow the measurement
system to evolve over time. However, the organization
scorecard now includes over 70 measures, which are structured
into the five ‘values’ to enable goal settingacross different
departments and company levels.
When compared before BAE Systems developed and
implemented the balanced scorecard, devotion was concentrated
on measuring and managing according to classic accounting
performance metrics that were the traditions of the
company.Rather than identifying and examining non-financial
value drivers, the company tended to measure what could be
measured, rather than what should be measured. Even with most
important changes to its control systems (including
implementation of activity-based costing,investment inmodern
facilities and machinery,the adoption of modern manufacturing
methods and systems and analysis programmes), competitive
performance did not increase as widely expected, and it open up
need for serious analysis of the company’s strengths. Faced
with changing markets and increased competition, the BAE
Company fought to re-establish its dominance and regain market
share.
At the centre of the culture change in wider organization with
many employees programme was BAE’s balanced scorecard.
The change progression was supported by the fact that the
information,on which successful operation of the scorecard
relied, was extractable from BAE’s existing SAP R/3 (ERP)
system. As a result the scorecard was the heart of the

organization’s control system. (BAE used ‘traffic light’
reporting to highlight deviations from expected performance).
During implementation of the BSC the reports contained layers
of hierarchically linked data, whichpermitted employees to view
data from a top-down or bottom-up perspective. This illustrates
that employees can both drill down to detect the factors
contributing to performance results, or drill up, to affirm how
their own work pays to the performance of their organization as
a whole.
The organization followed seven steps to implement the changes
to accommodate the BSC which begins with review of
competitive position and involvement of senior employees to
ensure cohesion in implementation of change where the five
company directors joined the chief executive to undertake a
comprehensive SWOTanalysis of the company. In the third step
Creation of a shared vision was carried out where 130 groups
developed a shared vision to clarify. Communication of the
company vision was step four, step five include plan for and
create short-term goals. Step six was embedding cultural change
and lastly articulates the linkages between the cultural change
project and organizational competitive success.
In Overcoming resistance to change the company established
and defined the role of the 130Group in crafting and clarifying
thesuggested value statements were crucial inovercoming
resistance to change. To preserve commitment to its change
programme, BAE Systems used the objective measures resulting
from the values of balanced scorecard, and linked each to its
impact on financial performance, and ultimately to the increase
in company stock price. The company to ensure wider
acceptance and reduce resistance among employees of the BSC
system re-alignment of strategic focus, and an engaged,
motivated and empowered workforce was done.
The change programme at BAE systems include high-ranking
management decided to implement a comprehensive change
programme, which involved: Disassembling the conglomerate
that was in existence since 1979, trading off this with

interlocking businesses that would supplement one another and
create competitive benefit for the entire enterprise; and
Reducing reliance on managerial authority, recognized rules and
procedures and narrow divisions of work.
In conclusion one of the most importantand outstanding
strengths of the Balanced Scorecard is its adaptability even with
the increased organization base. The real command of a
properly developed Balanced Scorecard is that it links the
performance measures to the organization’s strategy.
Organizations implementing a Scorecard process such as BAE
are forced to ponder clearly about their prime purpose or
mission; their strategy and who the stakeholders in their
organization are and what their necessities are. They also have
to evaluate quite clearly the time scales in which they hope to
achieve their strategic objectives.
References
Braam, G.J.M. (2012). Balanced Scorecard's interpretative
variability and organizational change.In C.-H.Quah&O.L. Dar
(Eds.), Business Dynamics in the 21st Century (pp. 99-112).
Murby, L., Gould, S., (2005). Effective Performance
Management with the Balanced Scorecard: Technical Report.
Chartered Institute of Management Accountants
Running head: BALANCE SCORECARD IMPLEMENTATION
BALANCE SCORECARD IMPLEMENTATION

Balance Score Card Implementation
Name
Business Studies
Instructor
Date
In any organization, four factors are a must for the organization
to live, leave alone to thrive. These factors are land, labor,
entrepreneurship and finance; these are the basic units of
production, without which no meaningful outcome would ever
be realized by any kind of Organization. The Balanced Score
Card inculcates these basic units in its ideology that it is based
on, that is, financial focus, learning and growth focus, internal
focus and customer focus.
This aspect of the BSC touching on these basic units of
production makes the BSC applicable in any organization as it
touches on the core fabric of any organization, the DNA of any
‘living’ organization. The Balanced Scorecard concept seeks to
provide managers with a set of performance metrics balanced
between outcome measures and measures of the drivers of
future outcomes. It provides a framework for organizing
strategic objectives into the four perspectives, financial,
learning and growth, internal processes and customer focus
perspective. In each of the four perspectives quantitative
measures are developed in order to operationalize the model.
The British Airports Authority, henceforth referred to as BAA
took a gigantic leap of faith in employing the BSC paradigm in

managing a multi-billion Euros worth of project contract. The
BSC has traditionally been used in managing organizations and
not projects but it is now being used in the strategic
management of projects, thanks to the good case practices of
such projects like the Terminal 5 project. Strategic Management
has been defined as "the identification of the purpose of the
organization and the plans and actions to achieve the purpose. It
is that set of managerial decisions and actions that determine
the long term performance of a business enterprise. It involves
formulating and implementing strategies that will help in
aligning the organization and its environment to achieve
organizational goals.
The BSC is a tool used in enabling the strategic management of
an organization or project. And just like the role of strategic
management in comparison to other styles is that it is most
effective when an organization faces too much external
influence, the BSC is most effective when external factors are at
play, and this ranges from external suppliers to customers and
stake holders. Strategic management is an integration of
management theories which stem mainly from the systems
perspective, contingency approach and information technology
approach. The contingency theory draws the idea that there is
no one or single best way or approach to manage organizations,
Organizations should then develop managerial strategy based on
the situation and condition they are experiencing. In short,
during the process of strategy formulation, implementation and
evaluation, these main strategic management theories will be
applicable to management of organization as tools to assist them
in making strategic and guided managerial decision. This is the
same ideology that the balanced scorecard considers and which
makes it very dynamic in handling the management of any kind
of organization or project. The common strategic management
theories noted and applicable in strategic management of
projects and organizations are the profit-maximizing and
competition-based theory, the resource-based theory, the
survival-based theory, the human resource-based theory, the

agency theory and the contingency theory.
The Balanced Score Card has however proven to be a most
effective strategic planning tool of all. This system proposes a
balance between concepts that could be contradictory to
managers. For example; it aims to balance between short-term
and longer-term objectives, financial measures versus
operational measures, internal performance versus external
performance, enabling indicators versus results indicators and
between leading and lagging indicators. This has made it extra
ordinarily successful because it has managed to achieve more
effective management results than any other tools used by
managers before. This is why the T5 project, despite its titanic
nature is successfully completed, timely and efficiently.
The adaptable nature of the Balanced score card is seen in the
BAA’s T5 project and still one is able to identify traces of the
traditional BSC paradigm from the hybrid version that the T5
project has created and applied, it is more like an evolution of
the Balance Score Card ‘species’ and still the genetic code
remains the same as the original version. These similarities with
the traditional BSC are such as; the focus of this hybrid
Balanced Score Card approaches on the internal systems of the
project. This is seen in its emphasis on ensuring that all the
consultants and suppliers work together. People from all
stakeholders were encouraged to raise issues at the earliest
opportunity and this helped the reporting and discussions on
performance and non-conformance issues and this ensured that
the internal systems run smoothly.
The other similarity is the financial focus. The project has gone
out of its way to ensure that costs arising from resource wastage
and avoidable screw ups are completely eliminated. Analysis of
the data shows that 70 per cent of the total cost of non-
conformance had resulted from just 150 reports. A no-blame
culture that the project had adopted resulted in speedy and
effective resolution of all issues. This greatly reduced the costs
arising from avoidable eras and mistakes which is very common
in public projects.

Another similarity with the traditional BSC is that in the
traditional Kaplan and Norton’s Balanced Scorecard the
enabling or leading indicators are provided by learning and
growth. In the T5 Balanced Scorecard, the enabling indicators
are ‘‘Benchmarks Agreed’’ (which also include some financial
benchmarks) and ‘‘Verifications Planned & Work Supervised’
the hybrid BSC therefore has considered the traditional value of
learning and growth.
The Handing over of Agreed work and making sure that the
Work being handed over is Complete in the T5 relates to the
customer aspect of Kaplan and Norton’s traditional BSC. In this
case, the customer to the project include the members of public
and BAA.
The T5 project Key Performance Indicators also relates to the
internal aspect of the traditional BSC. The project greatly
emphasizes on compliance assurance as a way of maintaining
quality internal process is so much like the traditional BSC
approach.
However, on the other hand, there are some key differences that
stand out in the T5’s BSC implementation from the traditional
BSC. One of the greatest contrasts with the traditional BSC is
the fact these BSC paradigm has been applied in the managing
of a project while the traditional one were only used to run
organizations.
Another difference one might notice is that not all the key
measures as a group in each of T5 KPIs conform to specific
aspect of the traditional Kaplan and Norton Balanced Scorecard,
for example, T5s Total Estimated Cost of NCRs’’, which is a
key measure of the KPI ‘‘Compliance Assured’’, also relates to
the financial aspect.
Another difference is that T5’s learning and Growth aspect is
focused on that specific project and not on the people or the
specific organization while the Traditional BSC’s Learning and
Growth aspect focused on the learning and growth of the
individuals/ people involved in the organization and also the
growth of the organization as a whole.

References
1. Basu, R., Little, C., Millard, C., (2009). Case Study: A fresh
approach of the Balanced Scorecard in the Heathrow Terminal 5
project. Measuring Business Excellence. 13(4). 22-33. Retrieved
from:http://www.perf-ex.co.uk/wp-content/
2. uploads/2012/04/T5-case-study-MBE-papaer.pdf
3. Gordon Walker (2009), Modern Competitive Strategy,
McGraw-Hill International Edition.
4. Lamb, Robert, Boyden, Competitive strategic management,
Englewood Cliffs, NJ: Prentice-Hall, 1984
5. Martello, M., Watson, J., Fischer, M., (2008). Implementing
a balanced scorecard in a not-for-profit organization. Journal of
Business & Economics Research. 6(9), 67-80. Retrieved from:
http://journals.cluteonline.com/index.php/JBER/
article/view/2471/2517
Running head: McDONALDS RESTAURANT
1
McDONALDS RESTAURANT
2
McDonalds Restaurant
Name
Subject
Instructors
Date

McDonald’s is a world leader in fast food business worldwide.
Since its inception in 1940, McDonald’s has seen tremendous
growth, rising to the current position where it serves about 68
million people daily in their branches spread across 119
countries. McDonalds’ business strategy is to capture and cover
as much of the middle class and middle class market as
possible. Additionally, there is the perspective of using the
current exposure that the organization has in the countries to
ensure that it penetrates any new markets. In other instances,
McDonalds acquires or buys off existing regional businesses
since they are well rooted in the communities they are stationed
in. This has seen it experience sufficient amounts of cultural
interactions with the communities and clients in the various
areas it is stationed.
The organization’s financial data and information is more or
less public since they are required to publish it by law. The
other internal operations of the organization, coupled with the
business and management strategies can be found from
interviews with the management of the organization. I am privy
to this information and more since I can access some of the
important and authoritative mangers in the organization and can
have them respond to some questions, which would be essential
to the research. The marketing structure is also very elaborate
and can be found from various research papers and studies that
have been aimed at investigating these areas of the
organization. Central to the marketing endeavors of the
organization, it is essential to recognize that the organization
has faced or experienced negative publicity from activists for
animal rights.
Objective
Measure
Target
Action
To sell more product which will achieve its mission of being
their customer’s favorite place to eat

Increased sales
Increase revenues to more than 30 billion dollars form the
current 27 billion dollars
Ensure better products are made, and presents a cheaper option
to delivery services
To produce better quality
Increased clients
Increase number of people served to 75 million daily worldwide
from the current 68 million people.
Undertake the procurement of locally produced products or
ingredients in order to enhance the quality and increase clients
To expand into more areas
Successful expansion into more countries
Open branches in 5 more countries, preferably in Africa.
Conduct feasibility studies and research that will offer guidance
on the best countries in the world to expand into.
Running head: IMPLEMENTATION OF BALANCE
SCORECARD
IMPLEMENTATION OF BALANCE SCORECARD
Implementation of Balance Scorecard
Name
Institution

Subject
Date
I agree with the statement that ‘Cattaraugus County
Rehabilitation Center did an effective job of implementing a
balanced scorecard approach in a fashion that reflects their
organizational mission and vision.’ The new Director of
strategy has successfully hit the nail on the head by coming up
with a way of implementing the balanced scorecard paradigm in
a not for profit organization. He has realized the incessantly
growing need for organizations to change and improve if the
centre is to survive and thrive in the ever changing
environment/topography of organization life and perpetual
existence.
Any organization needs to continuously evolve and always find
a way to ensure its sustainability.
The organizational topography is fast changing and new trends
are continuously emerging. Every organization has to move with
the changing times if it wants to survive. The organizational
environment and topography is changing in all aspects and in
the near future, a lot will have evolved to something that is
hardly recognizable. Some of the expected new trends include
the changing workforce trends, customer needs and service
delivery. The rehabilitation centre will be able to cope with
these present and expected challenges through the use of the
balanced scorecard.
Some of the present and anticipated future changes that this
approach is and will be able to counter include; The skills gap
shrinks. The Bureau of Labor statistics reported that as of end
of 2012, there were over 12 million people who were
unemployed and 3.6 million open positions. American
Manufacturers had 600,000 unfilled positions and 34% of the

companies said they were having trouble filling open positions.
This skills gap will continuously shrink as new talent enters the
workforce; companies are now working with schools to train the
next generation workforce. The rehabilitation centre is also
covered in this area of anticipated future challenge. This
problem is already being provided for in the centre through its
Learning and Growth Perspective. The learning and growth
perspective, which has been identified as the foundation of any
strategy involves a determination of employee capabilities and
skills, technology, and a corporate climate needed to support a
strategy. The centre has as its objective in this focus area the
objective to Increase staff competencies, Provide personal
growth opportunities to employees, Promote, train & practice
corporate values, among others.
Another trend that will be changing is the leadership trends in
organizations. The centre is covered against this uncertainty by
its objective to develop & retain personnel who will inturn grow
to be the centre’s future leaders.
The balanced scorecard also recognizes the need to focus on
both leadership strategies and leadership development strategies
through its Internal Business Processes perspective and
Learning and Growth perspective. Without proper leadership,
even the best and boldest strategies die, their potential being
never realized.
The balanced scorecard will also enable the rehabilitation
centre to adopt technology. Being technologically savvy is a
trend in both leadership/management and operation that the
present and future leader will need and which is key to
organizational effectiveness.Technological savvy has rapidly
become an integral aspect of today’s operational effectiveness.
Technology facilitates communication among leaders and
employees, regardless of their physical location or when the
communication needs to occur. As Bersin puts it, leading and
managing virtually is already a reality, and requirements to lead
geographically dispersed units and teams will only increase.
Technology will play a major role in dealing effectively with

this challenge and the balanced scorecard creates the best model
to adopt this.
Another plus to the choice of the use of the BSC (Balanced
Score Card) is the Emphasis on employee engagement.-
Employers are still having major retention problems and this is
costing them a fortune. They are now focusing more on
employee engagement to increase their retention rates. A recent
survey by MSW Research and Dale Carnegie Training found
only a mere 29% of employees are fully engaged. This therefore
meets the centre’s strategy to increase employee’s attachment to
the organizations values and a deeper regard of the values-
based culture that the centre has adopted.
The focus of the approach on the consumer as the most
important concern to the stakeholder is perhaps the most
important move by the strategic plan of the rehabilitation
centre. Any other for profit organization that adopts the balance
scorecard has always placed financial aspect at the top of the
paradigm, but the centre has switched this Finasncial aspect
with the consumer aspect, the consumer aspect therefore coming
before the financial aspect. This show that the strategy is very
much in line with the centre’s vision to be a leader in providing
and assessing desired services to people with disabilities. This
has made it very clear to all that service to people with
disability comes above all else.
This case analysis shows provides a strong conviction that the
Balanced score card is an impeccable tool for management of
any organization. It provides a clear context of what the
organization is all about and enables the organization to focus
on what is truly important to the organization. The BSC then
enables the organization to break down their main focus area
into attainable and measurable metrics such that the
organization is able to track its progress towards attaining their
most important target that will be the eventual attainment of
their mission. The Balance Scorecard has proven, through this
case analysis, to be multi faceted. It can be applied in any
organization and will enable the organization to focus on their

main reason of existence, which is their mission, and then
enable them to breakdown this ultimate goal to measurable
metrics such that the organization will be able to track their
progress toward the ultimate goal. Through the case analysis,
the balanced score card paradigm has been employed in a not
for profit organization, whose unlike other organizations, is not
Profit focused and yet the model has managed to enable the
organization to come up with metrics that it can use to track its
progress towards achieving the mission. This proves that the
BSC model is applicable in any organization wishing to find its
position in achieving its mission and coming up with small
measurable targets that will lead to the eventual attainment of
the mission.
References
1. Gordon Walker (2009), Modern Competitive Strategy,
McGraw-Hill International Edition.
2. Lamb, Robert, Boyden, Competitive strategic management,
Englewood Cliffs, NJ: Prentice-Hall, 1984
3. The Top Ten Workforce Trends - Institute for Global Futures,
Retrieved on 12th April 2014 from
http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=we

b&cd=10&cad=rja&uact=8&ved=0CIgBEBYwCQ&url=http%3A
%2F%2Fglobalfuturist.com
4. Martello, M., Watson, J., Fischer, M., (2008). Implementing
a balanced scorecard in a not-for-profit organization. Journal of
Business & Economics Research. 6(9), 67-80. Retrieved from:
http://journals.cluteonline.com/index.php/JBER/
article/view/2471/2517
s
Module 4 - Background
Strategy Mapping & the Learning and Growth Perspective
Required Reading
Review:
MacKay, A., (2004) A practitioners guide to the balanced
scorecard: A practitioners’ report based on: Shareholder and
stakeholder approaches to strategic performance measurement
using the balanced scorecard. Chartered Institute of
Management Accountants. Retrieved from:
http://www.cimaglobal.com/Documents/Thought_
leadership_docs/tech_resrep_a_practitioners_
HYPERLINK
"http://www.cimaglobal.com/Documents/Thought_leadership_d
ocs/tech_resrep_a_practitioners_guide_to_the_balanced_scoreca
rd_2005.pdf" t "_blank"
guide_to_the_balanced_scorecard_2005.pd
Review Chapters 1-6 and read section 7.2 of:
Murby, L., Gould, S., (2005). Effective Performance
Management with the Balanced Scorecard: Technical Report.
Chartered Institute of Management Accountants. Retrieved
from:

http://www.cimaglobal.com/Documents/ImportedDocuments/Te
ch_rept_Effective_Performance_Mgt_with_Balanced_Scd_July_
2005.pdf
Read the following:
Armitage, H., Scholey, C., (2006). Using strategy maps to drive
performance. Society of Mgt. Accountants of Canada. Retrieved
from:
http://www.cimaglobal.com/documents/importeddocuments/tech
_mag_strategy_mapping_march07.pdf
Also take a look at the following web page and download the
Strategy Map in a word document. This is a real simple example
that will assist you in your strategy mapping discussions
National Institute of Standards & Technology [NIST]., (2012).
Baldrige Program Strategy Map. Retrieved from:
http://www.nist.gov/baldrige/about/strategy_map.cfm
This web article will be helpful for focusing your SLP.
Niven, P. (N.D.) Learning and growth perspective. EPM
Review. Retrieved from
http://www.epmreview.com/resources/articles/item/87-learning-
and-growth-perspective.html
Optional Reading
Sharma, P. (N.D.) BSC – learning and growth. Retrieved May
17, 2010, from http://www.scribd.com/doc/5032774/Balanced-
Scorecardlearning-and-growth
Module 4 - SLP
For Module 4, consider your organization's mission and strategy
from the perspective of its learning and growth (from your work
on the case, your previous course work, and your background
reading, you should be reasonably clear what such activities

are). In this section of the assignment you’ll begin to identify
objectives and measures relevant to that perspective. Refer back
to this presentation on objectives if you need to.
SLP Assignment Expectations
Once you’re reasonably clear on what’s involved, think about
your organization and its learning and growth processes, and
then:
· Identify at least three objectives for improving the
organization's learning and growth, and show how they relate to
the mission, vision and strategy of the organization.
· For each objective, develop at least one meaningful
performance measure (metric).
· For each objective, identify at least one expected level of
performance (target).
· For each objective, identify at least one new action or program
that needs to be developed to ensure successful implementation
of the organization's strategy (initiative).
· Comment briefly on the relationships of the learning and
growth objectives that you've identified here to the financial
objectives that you identified in the Module 1 SLP assignment,
the customer service objectives you identified in Module 2,
and/or the internal business process objectives you identified in
Module 3. How do they help to fulfill those objectives? If they
don't (and they don't have to), what makes them more important
than objectives that would relate to customer service, business
processes, or financial operations?
· Finally, do you wish to make any changes to your Module 1, 2,

or 3 objective write-ups in light of your Module 4 experience?
Here’s a table that you may wish to copy and fill in (the boxes
are expandable - take all the space you need to be complete in
your descriptions. No more than 2-3 pages should be necessary.)
Objective
Measure
Target
Action
Relationships to other objectives
Revisions (if any) to Module 1, 2, and/or 3 Objectives
Objective/Module
Measure
Target
Action

I received a D on my Module SLP, HERE ARE THE
COMMENTS FROM THE INSTRUCTOR.
I would like to see more than just a chart. The chart is helpful,
but I would like to read your analysis
Module 4 - Case
Explain the process of strategy mapping and how it relates to
performance management and establishing value propositions.
You may discuss this theoretically or use the Glacier Inn case
study presented in the Armitage and Scholey (2009) document
in your readings to serve as an example for integrating these
ideas. Alternatively, you can use the Hazard Action Zone case
study presented in Murby & Gold document (see background
readings) if you’d prefer.
Armitage, H., Scholey, C., (2006). Using strategy maps to drive
performance. Society of Mgt. Accountants of Canada. Retrieved
from: http://www.cimaglobal.com/Documents/Imported
HYPERLINK
"http://www.cimaglobal.com/Documents/ImportedDocuments/T
ech_MAG_Strategy_Mapping_March07.pdf" t "_blank"
Documents/Tech_MAG_Strategy_Mapping_March07.pdf
Assignment Expectations

Your essay should be 4 to 5 pages long and include the
following:
Introduction: In this part of your essay you will need to
introduce your topic and provide a very brief overview of the
key points you plan to make in your paper.
Analysis: In this section you will present the actual comparison
and contrast between BAA’s approach to the Balanced
Scorecard and more traditional approaches.
Conclusion: Wrap up your argument with a clear and cogent
synopsis of your findings. Do your best to convince your reader
(aka, your professor) as to your position.
Additional Instructions: Your essay should be 3 to 4 pages in
length (not counting your title page or references). You must
include a title page and a list references. APA formatting is
preferred. Do not paste in sections of text into your essay. All
of your work must be written in your own words. It’s OK to use
a short quote now and again, but quotations must be in
quotation marks and properly cited. In-text citations should be
used anytime you are borrowing somebody else’s ideas, or
information. That is to say, if you are borrowing a thought from
a publication from J. Neutron’s article written in 2010, that
section of text must be followed with (J. Neutron, 2010).
Quotations, data, and general ideas (put into your own words)
should all be cited.

Rubric Name Undergraduate Generic Case and SLP Grading Rubric - Nov.docx

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