The chapter discusses the balanced scorecard framework. It describes how organizations use the balanced scorecard to translate strategy into performance measures in four areas: financial, customer, internal business processes, and learning and growth. Non-financial measures are leading indicators of future performance. The balanced scorecard cascades down so that individual scorecards support the overall organizational scorecard. Compensation should be linked to balanced scorecard measures. An example shows how Jaguar improved performance across measures by focusing on increasing options and employee skills. Delivery performance measures include throughput time, wait time, and delivery cycle time.
Chapter 8: master budgeting -- planning and control, advantages of budgeting, responsibility accounting, choosing the budgeting period, participative budget system, the budget committee, the master budget, the sales budget, the production budget, expected cash collections, the direct materials budget, expected cash disbursements for materials, the direct labor budget, manufacturing overhead budget, ending finished goods inventory budget, selling and administrative expense budget, the cash budget, financing and repayment, the budgeted income statement, the budgeted balance sheet.
Chapter 8: master budgeting -- planning and control, advantages of budgeting, responsibility accounting, choosing the budgeting period, participative budget system, the budget committee, the master budget, the sales budget, the production budget, expected cash collections, the direct materials budget, expected cash disbursements for materials, the direct labor budget, manufacturing overhead budget, ending finished goods inventory budget, selling and administrative expense budget, the cash budget, financing and repayment, the budgeted income statement, the budgeted balance sheet.
Management Accounting and its Roles and PrinciplesImran Butt
A Brief Presentation on Management Accounting
Management or managerial accounting is used by managers to make decisions concerning the day-to-day operations of a business. It is based not on past performance, but on current and future trends, which does not allow for exact numbers. Because managers often have to make operation decisions in a short period of time in a fluctuating environment, management accounting relies heavily on forecasting of markets and trends.
| Managerial Accounting | Chapter 1 | An Overview to Managerial Accounting | ...Ahmad Hassan
Chapter 1: an overview of managerial accounting -- managerial accounting and financial accounting, work of management, planning and control cycle, differences b/w managerial accounting and financial accounting, comparing merchandising and manufacturing activities, Chapter 2: managerial accounting and cost concepts -- classifications of costs, manufacturing and non-manufacturing costs, product costs versus period costs, cost classifications for predicting cost behavior, fixed costs and variable costs, direct and indirect costs, differential costs and revenues, opportunity and sunk costs.
download at:https://goo.gl/qvPVYR
introduction to managerial accounting 6th edition answer key
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International standards on auditing(is as)Armaghan khan
International standards on auditing help provide the way to do audit acceptan, Audit planning, Audit documentation,Audit evidence gathering, Audit procedures, Audit Reporiting, Audit Standard quality Review etc.
Cost Management Accounting and Control 6th Edition Hansen Test Bankwypize
Full download : https://alibabadownload.com/product/cost-management-accounting-and-control-6th-edition-hansen-test-bank/
Cost Management Accounting and Control 6th Edition Hansen Test Bank
Chapter 3: systems design: job-order costing -- types of costing systems used to determine product costs, sequence of events in a job-order costing system, job-order cost accounting, application of manufacturing overhead, the need for predetermined manufacturing overhead rate, job-order costing document flow summary, job-order system cost flows, job-order costing--typical accounting entries.
Management Accounting and its Roles and PrinciplesImran Butt
A Brief Presentation on Management Accounting
Management or managerial accounting is used by managers to make decisions concerning the day-to-day operations of a business. It is based not on past performance, but on current and future trends, which does not allow for exact numbers. Because managers often have to make operation decisions in a short period of time in a fluctuating environment, management accounting relies heavily on forecasting of markets and trends.
| Managerial Accounting | Chapter 1 | An Overview to Managerial Accounting | ...Ahmad Hassan
Chapter 1: an overview of managerial accounting -- managerial accounting and financial accounting, work of management, planning and control cycle, differences b/w managerial accounting and financial accounting, comparing merchandising and manufacturing activities, Chapter 2: managerial accounting and cost concepts -- classifications of costs, manufacturing and non-manufacturing costs, product costs versus period costs, cost classifications for predicting cost behavior, fixed costs and variable costs, direct and indirect costs, differential costs and revenues, opportunity and sunk costs.
download at:https://goo.gl/qvPVYR
introduction to managerial accounting 6th edition answer key
cornerstones of managerial accounting 6th edition solutions pdf
cornerstones of managerial accounting 6th edition pdf free download
cornerstones of managerial accounting 6th edition ebook
cornerstones of managerial accounting answer key
cornerstones of managerial accounting solutions manual
managerial accounting tools for business decision making 6th edition solutions pdf
cornerstone of managerial accounting 6th edition solution
International standards on auditing(is as)Armaghan khan
International standards on auditing help provide the way to do audit acceptan, Audit planning, Audit documentation,Audit evidence gathering, Audit procedures, Audit Reporiting, Audit Standard quality Review etc.
Cost Management Accounting and Control 6th Edition Hansen Test Bankwypize
Full download : https://alibabadownload.com/product/cost-management-accounting-and-control-6th-edition-hansen-test-bank/
Cost Management Accounting and Control 6th Edition Hansen Test Bank
Chapter 3: systems design: job-order costing -- types of costing systems used to determine product costs, sequence of events in a job-order costing system, job-order cost accounting, application of manufacturing overhead, the need for predetermined manufacturing overhead rate, job-order costing document flow summary, job-order system cost flows, job-order costing--typical accounting entries.
In 2005, General Motors (GM) – the world's largest automotive manufacturer is now stepping to the point, where strategic thinking, planning and breakthrough are necessary. Three consecutive years of global market share declines, high pressure from world-class competitors, health care and retirement burdens, and rapid changes in consumer profile are the reason of that. How GM should minimize such threats and in the same time capture potential opportunities with its strengths is very interesting issue in term of strategic management and policy.
This presentation was composed to fulfill the requirement of my masters degree subject. The analysis and solution in this presentation were originated from a business case blended with my knowledge, research and idea. Even though, they may not 100% correct, or not reflect the current situation and solutions of GM, I still hope that this presentation would help those who is interested the situations occurred in 2005
-- Buy slides at www.tools4management.com --
The Performance Management and Balanced Scorecard overview presentation is a comprehensive walkthrough of what Performance Management and Balanced Scorecard is and how you implement it at your company or your customer company. The nice looking slides are easy to incorporate into your own presentation and are designed by professionals to both give you an inside into the subject and give a professional presentation to your stakeholders. The PowerPoint slides are:
Slide 1: What is The Balanced Scorecard
Slide 2: The barriers to implementing Strategy
Slide 3: The Balanced Scorecard 4 perspectives
Slide 4: Rationale for the Balanced Scorecard
Slide 5: Signs that you may need a new performance measurement system
Slide 6: Balanced Scorecard Team Roles and Responsibilities
Slide 7: Balanced Scorecard Project Plan and Timeline
Slide 8: A simplified Communication Plan for your Balanced Scorecard project
Slide 9: Translating with the Balanced Scorecard
Slide 10: The Balanced Scorecard should contain a mix of lag and lead measures of performance
Slide 11: Cause-and-effect linkages in the Balanced Scorecard
Slide 12: Mapping Initiatives to Objectives
Slide 13: “Cascading” the Balanced Scorecard
Slide 14: The Cascading Process
Slide 15: Linking the Balanced Scorecard to Budgeting
Slide 16: Public-Sector Balanced Scorecard
Slide 17: Commonly used Financial Measures
Slide 18: A sample of customer Measures
Slide 19: Internal Process Measures
Slide 20: Employee Learning and Growth Measures
Il metodo denominato Balanced Scorecard (BSC) è uno strumento di supporto nella gestione strategica dell'impresa che permette di tradurre la mission e la strategia dell'impresa in un insieme coerente di misure di performance, facilitandone la misurabilità.
We help clients in practical and cost effective ways to define, measure and deliver a differentiated customer experience.
Xperience Associates has worked with clients in industry sectors to implement successful customer experience transformation programmes into over 30 countries. Having stood in client shoes we understand both the opportunity and the challenges. Our proven recipes enable clients to move faster and implement a consistent approach across markets:
1. Define - a compelling customer programme and a roadmap to achieve it
2. Engage - stakeholders at all levels
3. Measure - how customers and partners rate your brand experience
4. Improve - what matters most to customers, grow advocacy + your business
At Xperience Associates we believe if you create a great experience, you’ll keep more existing customers and attract new ones through word of mouth.
Alexander Group 2012 SaaS Benchmarking Study SaaS sales leaders looking for actionable insights to inform their 2012 strategy will receive a comprehensive set of metrics, including information on sales coverage, job roles, sales productivity, customer acquisition and retention, and sales compensation.
HUMAN. PERFORMANCE.™ Creating engaged & motivated people through innovative incentives, strategic meetings, prepaid cards, experiential events, entertainment & distinctive promotions.
Through our platform, JNR skillfully executes brand experiences through strategic incentive travel, meetings and conventions, Prepaid MasterCard® rewards, recognition programs, and special events for every business channel.
Setting KPIs and Calculating ROI for GamificationCentrical
How to calculate return on investment (ROI) and set key performance indicators (KPIs) for an enterprise gamification project - in sales, customer service, knowledge collaboration, training and onboarding, social networks and more
Why is Sales Forecasting Critical for a Connected SPM Solution in Anaplan?
Continual sales pipeline analysis and metrics like sales velocity and sales cycle length help sales operations teams identify crucial business decision points.
Watch this webinar to understand how Sales Forecasting integrates within the Sales Performance Process Life Cycle and how it can be used as a leading indicator for the firm's health in Anaplan.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
A balanced scorecard consists of an integrated set of performance measures that are derived from and support a company’s strategy. Importantly, the measures included in a company’s balanced scorecard are unique to its specific strategy. The balanced scorecard enables top management to translate its strategy into four groups of performance measures – financial, customer, internal business process, and learning and growth – that employees can understand and influence.
The premise of these four groups of measures is that learning is necessary to improve internal business processes, which in turn improves the level of customer satisfaction, which in turn improves financial results. Note the emphasis on improvement, not just attaining some specific objective.
The balanced scorecard relies on non-financial measures in addition to financial measures for two reasons: Financial measures are lag indicators that summarize the results of past actions. Non-financial measures are leading indicators of future financial performance. Top managers are ordinarily responsible for financial performance measures – not lower level managers. Non-financial measures are more likely to be understood and controlled by lower level managers.
While the entire organization has an overall balanced scorecard, each responsible individual should have his or her own personal scorecard as well. A personal scorecard should contain measures that can be influenced by the individual being evaluated and that support the measures in the overall balanced scorecard.
A balanced scorecard, whether for an individual or the company as a whole, should have measures that are linked together on a cause-and-effect basis. Each link can be read as a hypothesis in the form “If we improve this performance measure, then this other performance measure should also improve.” In essence, the balanced scorecard lays out a theory of how a company can take concrete actions to attain desired outcomes. If the theory proves false or the company alters its strategy, the measures within the scorecard are subject to change.
Incentive compensation for employees probably should be linked to balanced scorecard performance measures. However, this should only be done after the organization has been successfully managed with the scorecard for some time – perhaps a year or more. Managers must be confident that the measures are reliable, not easily manipulated, and understandable by those being evaluated with them.
Assume that Jaguar pursues a strategy as shown on your screen.
If “employee skills in installing options” increases, then the “number of options available” should increase and the “time to install an option” should decrease. If the “number of options available” increases and the “time to install an option” decreases, then “customer satisfaction with options” should increase.
If the “customer satisfaction with options” increases, then the “number of cars sold” should increase.
If the “time to install an option” decreases and the “customer satisfaction with options” increases, then the “contribution per car” should increase.
If the “number of cars sold” and the “contribution per car” increase, then the “profit” should increase.
Delivery cycle time is the elapsed time from when a customer order is received to when the completed order is shipped. Throughput (manufacturing cycle) time is the amount of time required to turn raw materials into completed products. This includes process time, inspection time, move time, and queue time. Process time is the only value-added activity of the four times mentioned.
Manufacturing cycle efficiency (MCE) is computed by dividing value-added time by manufacturing cycle (throughput) time. A manufacturing cycle efficiency less than one indicates that non-value-added time is present in the production process. Next we will look at a series of questions dealing with delivery performance measures.
Here’s your first question on delivery performance measures asking for a computation of throughput time.
Throughput time is the sum of process time, inspection time, move time, and queue time. The total for these four times is ten point four days.
Here’s your second question on delivery performance measures asking for a computation of manufacturing cycle efficiency.
Manufacturing cycle efficiency is found by dividing value-added time by throughput time. Process time is the only value-added time. Process time of zero point two days divided by throughput time of ten point four days results in a manufacturing cycle efficiency of one point nine percent.
Here’s your third question on delivery performance measures asking for a computation of delivery cycle time.
Delivery cycle time is the sum of wait time plus throughput time. The total for these two times is thirteen point four days.
Standards are used for both the cost and quantity of resources used in manufacturing goods or providing services. Comparing standards to actual performance results in either favorable or unfavorable variances. Variance analysis leads to better cost control and performance evaluation. A balanced scorecard consists of an integrated set of performance measures that are derived from and support a company’s strategy. The balanced scorecard enables top management to translate its strategy into four groups of performance measures – financial, customer, internal business process, and learning and growth – that employees can understand and influence.
