- Strengths and weaknesses among the whole company
- The purpose is to bring concerns to light and address the problems in order to meet
company objectives. Goal congruence is an extremely important aspect to any company,
and by highlighting these goals, it creates awareness; and awareness is necessary in order
Qualitatively - Balanced Scorecard is a very useful performance measure; as it consists
of an incorporated set of measures that is derived from the company’s strategy
- The objective is to link each characteristic together in order to satisfy the end goal, the
Companies want to know how well time is being managed, how processes can be done
more efficiently, and what improvements can be made in order to achieve better end
results. These results provide feedback that will be used with connection to the
Pro’s for this system
they open the lines of communication, they become the catalyst for an improved
operation, better allocation of resources, allows companies to benchmark and evaluate.
- The objective is to align goals and strategies, by utilizing tools such as the Balanced
Scorecard and internal business controls, companies create accountability.
Once accountability is established, the intent is not to discipline these individuals; but
the results are strongly tied to evaluations. The individuals are highlighted in order to
establish a leader to implement the changes, but as performance measures are done on a
continuous base, then it allows for a comparative analysis.As the goal is improvement, it
thus dictates, how well the individual are improving to meet the over company
NOT FOR PROFIT - The high level objective is to achieve goal congruence; this is achieved when
the goals of participants are consistent with the goals of the organization.
- The goal of a not-for-profit is to provide a social benefit or service to either the
general public or a specific group of consumers; there is no bottom line indicator
of success. As such, goals are often less specific and more difficult to quantify in
comparison with profit oriented firms.
PPBS can best be described through an analysis of its six components:
I. Set Goals: Objectives should be concise, future oriented, and should be
in close agreement with the organization’s mission and strategic outlook.
II. Develop plans to accomplish objectives: Unlike profit-oriented
organizations who strategize around their bottom line, NPOs seek to
develop policies surrounding the effective allocation of scarce capital.
III. Identify resource requirements: NPOs need to determine the cost of
IV. Match resources available with source requirements: A critical
analysis of each program’s budgetary requirements must be compared to
scarce capital resources available.
V. Establish a program management system: NPOs need to ensure
constant accountability and oversight.
VI. Measure and evaluate results: NPOs are constantly comparing their
budgeted to actuals. Va