The Strategic Performance Measurements in Educational Organizations by Using Balance Scorecard

Full Text (PDF, 710KB), PP.17-22

Views: 0 Downloads: 0

Author(s)

Thitirath Cheowsuwan 1,*

1. School of Information and Communication Technology, University of Phayao, Payao, 56000 Thailand

* Corresponding author.

DOI: https://doi.org/10.5815/ijmecs.2016.12.03

Received: 12 Sep. 2016 / Revised: 6 Oct. 2016 / Accepted: 5 Nov. 2016 / Published: 8 Dec. 2016

Index Terms

Balance Scorecard, Decision Support System, Strategic Measurements

Abstract

The Balanced Scorecard has been adopted as a management and measurement system around the world. It is adopted as a measure to assess the efficiency of an organization’s activities. The Balanced Scorecard measures four dimensions of organizational activities – internal processes, financial, external customers and learning and growth perspective. These focus on critical issues impacting modern business organizations that are the effective measurement of corporate performance and evaluation of the success of implementation of corporate strategy. This study explores the Balanced Scorecard as applied in higher education through a case study of the, School of Information and Communication Technology, Phayao University. This study seeks to explore the application of the Balanced Scorecard as a measurement system and its effectiveness in organizational evaluation within the School. In identifying a strategy to implement the Balanced Scorecard within the School each dimension is considered such as internal processes, financial, internal customer and learning and growth. This research began by examining practices in place and linking them to a Balanced Scorecard approach. The intention is being to identify administrative and tracking systems for performance measurement within the School. A model is then identified to collect data across the dimensions of the balanced scorecard, and performance criteria identified. In implementing this phase scores will be associated with performance within the four dimensions. This will enable an evaluation of the model, contribute to software improvement and assist users in conducting accurate and effective strategic planning. It is then hoped to implement the model within the School in strategy plans and operation of the School to improve the assessment of the performance, and identify areas of improvement and change that is desirable.

Cite This Paper

Thitirath Cheowsuwan, "The Strategic Performance Measurements in Educational Organizations by Using Balance Scorecard", International Journal of Modern Education and Computer Science(IJMECS), Vol.8, No.12, pp.17-22, 2016. DOI:10.5815/ijmecs.2016.12.03

Reference

[1]R.S. Kaplan and D.P. Norton, “Using the Balanced Scorecard as a Strategy Management System,” Harvard Business Review, pp. 75-85, 1996.
[2]R.S. Kaplan and D.P. Norton, “Strategy-Focused Organization,” Harvard Business Press, 2000.
[3]P.R. Niven, Balanced Scorecard step by step: Maximizing performance and maintaining result. New Jersey: John Wiley & Sons, 2002.
[4]A. Neely and C. Adams, Performance Prism: The Scorecard for Measuring and Managing Stakeholder Relationships. Financial Times: Prentice Hall, 2002.
[5]C. S. Moser, “Designing, Creating and implementing balanced scorecard guidelines for the architectural firm,” Ph.D. dissertation, California State University, 2004.
[6]G. Propa, D.K. Banwet, and K.K. Goswami, “Sustainable Operation Management Using the Balanced Score Card as a Strategic Tool - A Research Summary,” Social and Behavioral Sciences, vol. 189, pp. 133-143, May 2015.
[7]P. Coronel and A. Evans, The balanced scorecard in facilities management, March 2016. [Online]. Available: http://www.tefma.com.
[8]K. Phusawat and P. Jaiwong, “Formulating the strategy map: Case studies on SMEs in Thailand,” International Journal of Management and Enterprise Development, vol. 5, pp. 1-17, 2008.
[9]S. C. Certo and S. T. Certo, Modern management concept and skills, New Jersey: Prentice Hall, 2009.
[10]W. Wattananimitkul, An Application of Balanced Scorecard as A Technique for University Improvement, May 2016. [Online]. Available: http://www.kmutt.ac.th.
[11]QPR Software Plc. Guidelines for Implementing Balanced Scorecard. October 2016. [Online]. Available: http://www.qpr.com.
[12]University of Phayao, University of Phayao Development Plan, October 2016. [Online]. Available: http://www.up.ac.th.
[13]R. S. Kaplan, Conceptual Foundations of the Balanced Scorecard, May 2016. [Online]. Available: http://www.hbs.edu.
[14]H. T. Johnson, “Managing Costs: An Outmoded Philosophy,” Manufacturing Engineering, pp. 44-45, May 1980.
[15]R. N. Anthony, Planning and Control Systems: A Framework for Analysis. Boston: Harvard Business School, 1965.
[16]P. Decharin, Balance Scorecard and Key Performance Indicators. Bangkok: Chulalongkorn University, 2004.
[17]H. Norreklit, “The Balanced on the Balanced Scorecard-A Critical Analysis of Some of Its Assumptions,” Management Accounting Research, vol. 11, no. 1, pp. 65-88, March 2000.
[18]D. Lesáková and K. Dubcová, “Knowledge and Use of the Balanced Scorecard Method in the Businesses in the Slovak Republic,” Social and Behavioral Sciences, vol. 230, pp. 39-48, February 2016.