TRUE OR FALSE 16. Employee satisfaction is a measure of the internal business perspective of the Balanced Scorecard. 17. Success in the customer perspective of the Balances Scorecard should lead to improvement in the financial perspective. 18. Key performance indicator scorecards that don’t reflect a company’s strategy can be just aseffective as the Balanced Scorecard.
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PLEASE ANSWER ALL
TRUE OR FALSE
16. Employee satisfaction is a measure of the internal business perspective of the Balanced Scorecard.
17. Success in the customer perspective of the Balances Scorecard should lead to improvement in the financial perspective.
18. Key performance indicator scorecards that don’t reflect a company’s strategy can be just aseffective as the Balanced Scorecard.
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- Cousins Jeri Lynn De Bose, Tish Hoover, and Josephine (Joey) Parks looked forward to meeting up during the Christmas holidays to compare notes on the results of midyear teacher evaluations. All were public school teachers in districts scattered over the state. In the pressured search for new levels of teacher accountability demanded by legislators, the state department of education joined 16 other States in implementing a new teacher evaluation system. The goal is to hold teachers account-able for student learning progress in the classroom. Under the guidance of the National Council for Teacher Quality, criteria varies by State, but in most cases, 40 percent of each teacher's accountability score would be based on the principal's evaluation and ranking based on personal observation, 30 percent would be based on personal observation by a master teacher from outside the district, and the Other 30 percent would be based on student test score gains. The state department of education would set a performance goal each school district, and the principal would set a performance goal for each teacher. In preparation, the State conducted intensive training sessions for principals and designated master teachers who would conduct the evaluations based on four class observations per teacher Officials used standardized achievement tests to derive value-added scores that measure student learning over the year. Teacher ratings were 1-5, with I am being the lowest and 5 representing near perfection. The publication of the first year's evaluations stirred interest and controversy, particularly among teachers who worried about the possible long-term effects on job retention and tenure. Now, with the first-year evaluations in hand, the three cousins pored over their experiences. The three represented different types of school systems within the state. Jeri Lynn worked for a metropolitan system in the state capital. The system included many low-income students whose first language was nor English, and several schools within the system were teetering on the brink of State takeover if improvement in student scores didn't materialize this school year. Tish worked in a county System dominated by upper-income residents, and Joey taught in the rural community in which all three grew up. The rural community had high unemployment, and a low percentage of graduates went on to college. As a result, the cousins came to the table with differing teaching experiences. "The numbers are all over the place," Jeri Lynn remarked as she studied the pages. "The whole system is flawed, and they need to make changes," Joey said. "It's too subjective. The principal and master teacher observations are subjective because there are personal factors that affect a true outcome." "Yeah, look at the numbers from your upper-income district," Jeri Lynn said to Tish. "How can 60 percent of the teachers score 5s?' Tish chuckled. "Yeah, lucky us. Our schools are overflowing with children from wealthy families. These are the kids who will apply to Ivy League schools. I can tell you that the principals are going to avoid confrontation on all fronts. No principal is going to give any indication that their students are receiving an education that's less than perfect, and that means cramming the rankings with 5s. They claim a higher level of motivation for students, and thus the selection of an elite team of educators. So with those pressures, I don't think we get personal feedback that is accurate." "At the other end of the spectrum, we have my rural district," Joey said. "The big problem is that the principals know everyone and have longstanding relationships with everyone in the county, so I think scores are based on personal history. We could almost predict who would get high or low scores before the observations. For principals, it can go back as far as 'his daddy and my daddy hated each other in high school, and now I get to evaluate his daughter "I think that in many cases, principals feel pressure to align scores with state expectations. The stare expected my district to have high scores and expected rural schools such as yours to be lower," Tish said. "But isn't that partially offset by lower goals for the rural school distracts responded Joey. "The key to the accountability system is the principal in each school," Jeri Lynn suggested. "With several of the schools in Metro teetering on the edge of state takeover by the end of the year, we had lots of strict principals who wanted to hold our feet to the fire with lower scores." "I thought the whole idea was to provide the teachers With feedback so that we would know the areas where we need improvement," Tish said. "The principals were supposed to conduct two observations in the fall and two more in the spring," Jeri Lynn said. think that's asking too much of them when they already have so much on their plates. I think a lot of them are skimping on their visits. know I only had one observation last semester, and I'm sure Mr. Talley just faked the second set of numbers. The master teachers make only two observations a year, which may be more objective but counts for less." "I'm wondering, too, how a principal measure performance in a course area outside his area of expertise, such as math," Joey said. "If the guy has a phobia about math, anything the teacher says or does is going to 100k brilliant-thus a 5." Tish and Jeri Lynn looked at each other and laughed. "Maybe we picked the wrong subjects," Tish said. "My question is one of perception," Jeri Lynn said. "A large percentage of my students are ELL. That affects their scores. How do you measure a 3 in my situation against a 5 for Tish? At the end of the school year, little Carlos is thrilled that his reading in English has improved, but there`s no Big Bang here. a slow steady improvement that may not actually show up in big strides for a couple of years: "So, the question is how do they create a system that is fair?" Tish asked. "And accurate," added Jeri Lynn. How might the state control the accuracy of principals who are conducting teacher evaluations? Explain.Q1. The elimination or minimisation of waste from activities within enterprises is an important element of most performance improvement methods. Explain then main types of waste and give examples of how these wastes can be hidden with the normal operations of a firm. Q2. A local manufacturing firm which produces make to stock high added value products for the pharmaceutical industry has recently been requested by its owner to provide a proposal on the benefits of a predictive performance model and methodology from a workshop that you have recently completed. You are requested to produce the following report:1. Review the current state of the practice of performance management and reporting within this category of firms.2. Suggest a suite of appropriate key performance measures.3. Explain the benefits and challenges of an Ex-Ante or PredictivePerformance Demand Model approach to enterprise performancemanagement.4. Recommend a methodology on how this type of Enterprise PerformanceModel…Your MD called you in his office today and said that, “I have observed that most of the performance appraisers are not doing justice to their role as appraisers. Mostly, they are committing following errors: a) Halo Error. - b) Central Tendency Error. c) Spillover Error. MD wants you to write down a clear example for each error.
- Given your understanding of the Earned Value Management practice, provide the specific type of indicators for the following areas: Project Performance Schedule Status Cost Status Forecasting Reporting (to management)A local manufacturing firm which produces engineer to order and assemble to order high value products for the pharmaceutical industry has recently been requested by its owner to provide a proposal on the benefits of a predictive performance model and methodology from a workshop that you have recently completed. You are requested to produce the following report: 1. Review the current state of the practice of performance reporting within firms. 2. Suggest a suite of appropriate key performance measures. 3. Explain the benefits of an Ex-Ante or Predictive Performance approach to enterprise performance management. 4. Recommend a methodology on how this type of Enterprise Performance Model might be deployed within actual firms. It is recommended that you use appropriate examples from the literature or your prior industrial experience to support any recommendations that you provide.You have been requested by your boss to provide a regression analysis. Upon presentation your boss is unhappy with your work. You are instructed to do more work and return when you have lower cost estimates for labor hours. Your initial analysis covered a 3 year period and by dropping 3 of months from the middle of the analysis period you are able to reduce labor hours to a “boss acceptable” amount. Did you do something unethical?
- Directions: For each of the following situations: a. indentify the independent variable/s b. name the dependent variable; and c. give the two attributes of each variable A study on customer's satisfaction based on the quality of food offered in fast foods.The implementation of the balanced scorecard (BSC) can involve all of the following excepta. the strong support of top management.b. a strategy of differentiation (as opposed to one of cost leadership).c. a link to reward and compensation systems.d. an accurate reflection of the organization’s strategy.2.How does Excel help analyze statistical data? 3. Besides COUNTIF, SUMIF, and AVERAGEIF List down other functions you were able to realize that are not part of this lesson then briefly describe each of them
- Is sensitivity analysis a concept applied to LP only, or should it also be used when analyzing other techniques? Provide a specific non-monetary example and explain.The first logical step in creating a balanced scorecard would be to: Select one: a. Analyze the company's mission statement. b. Devise a corporate strategy. c. Determine the company's long-term goals. d. Analyze the company's vision statement.The purpose of the balanced scorecard is best described as helping an organization: translate an organization’s mission and strategy into a set of performance measures that help to implement the strategy introduce innovative products and services desired by target customers mobilize employee skills for continuous improvements in processing capabilities, quality and response times develop customer relations