In summary, the role of the balanced scorecard is to translate strategic goals and objectives into short-term, tactically achievable objectives. In measuring performance relative to KPIs on an individual level, many organizations seek to create meaningful contexts for employees to seek achievement in their jobs. When an employee or manager finds achievement in their work, the alignment of their efforts to achieving the measures of performance in the four perspectives

Google BSC The balanced scorecard is a concept used in strategy to bring about a sublime alignment of different stakeholder interests within an organization. The concept arises from the understanding that shareholders are just one of many stakeholders for a given organization. For the organization to sustain success, it must be able to meet the needs of all critical stakeholders. Thus, the most effective strategy will create a symbiosis between the

Developing organizational strategy through the Balanced Scorecard also minimizes participants' subjectivity as they take part in the strategy-setting process and enhance managers' ability to assess all programs for strategic impact without bias (Ronchetti, n.d.). While financial and customer actions are defined and available in commercial organizations, the corresponding is less easily found in non-profits. A good measure is one that management can significantly control. Non-profit organizations goals are usually influenced

For example, in their study, "Nawkaw, Inc.: Changing the Color of Masonry," Amason and Ciavarella (2001) report that, "Commercial jobs usually were won through competitive bidding by general contractors, who then hired subcontractors. Sometimes general contractors did not seek bids, instead choosing subcontractors on the basis of their past performance" (p. 77). Other factors involved that will likely influence which subcontractor will be selected relate to the organizational structure of

Managing All Stakeholders in the Context of a Merger Process Review of the Relevant Literature Types of Mergers Identifying All Stakeholders in a Given Business Strategic Market Factors Driving Merger Activity Selection Process for Merger Candidates Summary, Conclusion, and Recommendations The Challenge of Managing All Stakeholders in the Context of a Merger Process Mergers and acquisitions became central features of organizational life in the last part of the 20th century, particularly as organizations seek to establish and

All of these are admittedly challenging problems and the key to lasting change is that employees must first identify and internalize the need and desire for change for these strategies to succeed. References Yuen H. Chan, Robert R. Taylor, Scott Markham. "The Role of Subordinates' Trust in a Social Exchange-driven Psychological Empowerment Process. " Journal of Managerial Issues 20.4 (2008): 444-467,421-422. ABI/INFORM Global. ProQuest, 1 Mar. 2009 Fulkerson, John R., and Randall