据卡普兰和诺顿的平衡计分卡可以帮助组织的管理在很多方面解决或解决管理问题。平衡计分卡的好处有很多。二元同步通信使管理理解的需要组织实现突破性的性能(卢宾和埃斯蒂,2010)。通常为该组织作为一个链接连接组织与企业培训课程(如质量、企业再造、工艺设计和客户服务)已被忽略(Chenhall,r·h·Euske,k . J。,2007)。二元同步通信甚至有助于战略语句转换成高效的表现。它做到执行组织的效率。这篇文章改编自“经济学家指南的管理理念和大师”,由蒂姆·辛德(资料书籍;322页;£20)。
The Balance Scorecard idea was framed when it was found that companies are frustrated with the monotonous and traditional techniques of performance that considered only the viewpoint of the shareholder. This was considered as a short-term view as it restricted managers from considering long-term opportunities. The BSC not only makes the management aware of the present situation of the organisation, but also helps them identify points which might guarantee future success and growth of the organisation. It acts as a tool to overcome problems related to measuring operational as well as financial performance.
According to Kaplan and Norton the Balance Scorecard helps the organisation’s management address or solve the management problems in many ways. The benefits of the Balance Scorecard are many. BSC makes the management understand the needs of the organisation to achieve breakthrough performance (Lubin and Esty, 2010). It often acts as a link for the organisation to connect the organisation with those corporate programmes (such as quality, re-engineering, process design and customer services) which have been ignored (Chenhall, R. H. and Euske, K. J., 2007). BSC even helps in converting the strategy statements into efficient performances. It improvises the efficiency of performing of the organisation. This article is adapted from “The Economist Guide to Management Ideas and Gurus”, by Tim Hindle (Profile Books; 322 pages; £20).