Read 3 files and answer them .Need answers in 3 different files

This is a tool used by many organizations around the world and it is used to measure the performance of an organization. It is used in strategic management to identify areas of the organization that need improvement and areas that performance needs to be maintained to ensure that the organization meets its overall strategic objectives. All the four articles agree that, a balanced scorecard has four perspectives which take account of the following;

Financial performance: evaluated based on expenditures and revenues garnered. The aim of organizations is to increase revenues and reduce the cost of operations to ensure that the profit margins are high. By measuring the cost of operations and compare to the revenues, organizations can determine levels of profits and where they need it to be.

Customer and the stakeholders: evaluated through customer value and satisfaction levels. Various factors contribute to the satisfaction of customers and stakeholders and they include, quality, price, and availability of products and services among others.

 Internal processes: evaluated based on how well products are manufactured, how efficient procedures are to get rid of gaps and delays, bottlenecks, shortages or wastes.

 Learning and growth: measured by the competency levels of employees. Employees are expected to increase their competencies levels as they work for the organization. Increased competency levels can be reflected in better performance and increased the level of creativity and innovation.

A balanced scorecard is a useful tool in an IT firm and I will use it to improve service delivery to customers and stakeholders which will definitely translate to increased market share and revenue. The tool can be used alongside the strategic goals of the organization to ensure that employees improve in their competency levels. Unnecessary procedures are eliminated to avoid wastage and delays in the end so that the organization can reduce the cost of operations. 

References

Gibbons, R., & Kaplan, R. S. (2015). Formal Measures in Informal Management: Can a Balanced Scorecard Change a Culture?. American Economic Review, 105(5), 447-51.

Kang, J. S., Chiang, C. F., Huangthanapan, K., & Downing, S. (2015). Corporate social responsibility and sustainability balanced scorecard: The case study of family-owned hotels. International Journal of Hospitality Management, 48, 124-134.

Cooper, D. J., Ezzamel, M., & Qu, S. Q. (2017). Popularizing a management accounting idea: The case of the balanced scorecard. Contemporary Accounting Research, 34(2), 991-1025.

Busco, C., & Quattrone, P. (2015). Exploring how the Balanced Scorecard engages and unfolds: Articulating the visual power of accounting inscriptions. Contemporary Accounting Research, 32(3), 1236-1262.