Bsba Integrative Project Learning Growth Internal Business

Bsba Integrative Project

Learning Growth

Internal Business Processes

Customer Service

Financial

Employee training hours, employee satisfaction,

New loans created, new accounts, new products introduced, cross sells, and referrals.

Number of products per customer, number of new customers, customer satisfaction, customer retention, sales calls to customers, and thank you calls to existing customers.

Outstanding Loan Balances, Deposit Balances, Noninterest income,

Financial

Performance Measures

Internal Business Process

Objectives and Performance Measures

Customer Objectives

and Performance

Measures

VISION & STRATEGY

Learning & Growth

Objectives and Performance Measures

The causal chain indicates that objectives of the company in relation to the balanced scorecard depend significantly on the vision and strategies of the business entity. The objectives and measures in relation to the consumers of the company play a critical role in achievement of the three main financial goals: loan balances, deposit balances, and noninterest income. The company should focus on improving services to their consumers thus performance measure for the realization of the goals at the end of the financial year. The vision and strategy of the company seeking to implement the balanced scorecard should focus on relating the objectives of the customer's aspect of the BSC to the mission and objectives of other aspect. The causal chain indicates that there is a correlation between all aspects of the balanced scorecard. For instance, financial objectives of the balanced scorecard have the capacity to influence the internal business processes and vice-versa. This is a demonstration that the objectives of the internal business activities and processes must change with change in the financial objectives. The performance measures of the aspects of the balanced scorecard have the capacity to interact with each other through the influence of vision and strategies. Vision and strategy component acts as the central aspect of the causal chain towards the implementation of the balanced scorecard in the context of the bank (Raab, 2008).

The second causal chain indicates that the objectives of the bank must originate from the influence of learning and growth aspect of the balanced scorecard. This would include emphasizing on the skills of the employee, motivation of the workforce in order to boost the morale of the employees thus increasing the level of output. Skills of the employees and the motivation acts have the capacity to influence the internal business processes thus improving the quality of services by the bank. Increase in the standards and quality of services would lead to development of customers' aspects of the balanced scorecard. This would include improvement in the customers' satisfaction because of meeting of the needs and preferences of the customers (Raab, 2008).

Loan Balances, Deposit Balances, and Noninterest income

Customer Satisfaction

On time deliveryFinancial

Customers

Shorter time cycle

Process quality

Lower Rework

Internal business

Processes

Employee skills

Employee Morale

Employee Suggestions

Learning and Growth

The overall influence would involve achievement of the financial goals of the company: loan balances, deposit balances, and noninterest income. This causal chain would reflect on effective application of the balanced scorecard to meet the needs and objectives of the company.

Case B

In branch A, the bank seeks to clarify its strategies and objectives of the bank by implementing the BSC. The implementation of BSC is to allow the bank to achieve its goals in relation to branch. Every employee in branch A is aware of the strategies: balance loans, deposits, and certificate the deposits in accordance to growth. The implementation of the balanced scorecard is different in relation to departments. In the bank. It is necessary by the focus on implementation of different objectives of the balanced scorecards because the departments of the company work towards achievement of one goal of the company. The implementation of the balanced scorecard at the Branch A indicates that employees would earn bonuses for realization of the targets. This is motivation aspect of the bank in relation to improving the skills of employees towards achieving the preferences and needs of consumers. In branch B, the employees understand that the main objective of the balanced scorecard is to measure progress towards achievement of the targets and goals by the formal leadership (Albright, 2001).

The aim of this branch is to achieve the financial goals: loan balances, deposit balances, and noninterest income. Despite the fact that scorecard are challenging in application, employees at Branch B. understand the importance of its implementation in enhancing the performance of the company. In case of achievement of the goals, the employees have the capacity to increase their annual real income earnings thus application of motivational tool. It is essential to motivate workers in the process of working achieving the goals and targets of the company. In branch C, employees apply balanced scorecard as means of promoting teamwork. Implementation of the balanced scorecard also allows employees to understand the goals and achieve them within the context of the company. The branch also applies motivational criteria in the form of consequential parties to employees for achieving the goals. It is necessary to apply the balanced scorecard to achieve the branch goals in relation to the objectives by the formal management. In branch D, implementation of the balanced scorecard is seen as a process for charting growth within the bank. Implementation of the balanced scorecard allows the company to determine its priorities effectively and efficiently. The company also motivate employees at this branch through quarterly bonuses thus morale to achieve the objectives by the formal management. In Branch E, employees apply balanced scorecard to enable the company keep track on the happenings of the company. It is crucial for the company to keep records on achievements in order to plan on how to improve effectively and efficiently. Implementation of the balanced scorecard within the five branches of the company allows the company to improve on the three crucial objectives: loan balances, deposit balances, and noninterest income. For instance, there are improvements in the loan balances from $35.9 million by 2000 to $39.3 million by 2001 (Albright, 2001).