The Design and Planning of Balanced Scorecard

• Main Authors: Lo, Tse-Yu, 羅澤鈺
• Other Authors: Chen-En Ko
• Format: Others
• Language: zh-TW
• Published: 1998
• Online Access: http://ndltd.ncl.edu.tw/handle/88918765063798886041

碩士 === 國立臺灣大學 === 會計學系研究所 === 86 === Balanced Scorecard is not only a performance measurement system, but also a strategic management system linking with strategy and reward system. By conducting case study of a certain group enterprise (which owns six major enterprises) in Taiwan, this research focuses on the following topics: 1. To understand and to analyze whether the performance measurement system practiced in the core companies of the group''s six major enterprises are translated from company strategies, and whether the performance measurement system are linked with the reward system. 2. To select one company from the six major core companies, and to plan and design a Balanced Scorecard for the company, including both financial and non-financial performance measurement indicators. Based on the findings of this research, the following conclusions are reached: 1. The performance measurement indicators adopted by the core companies of the six major enterprises of the subject group are not clearly related to company''s strategy, and do not include the four major perspectives of the Balanced Scorecard. At the same time, the performance measurement system are not fully linked with the reward system. 2. The long-term strategy (the objectives for the next three to five years) of the subject company includes nine major strategy guidelines; the starting points of its short-term strategy (the objectives for the year) are the twelve performance measurement indicators of the four major perspective. Also, we design the corporate-level scorecard, division-level scorecard and team-level scorecard based on the twelve performance measurement indicators for the year. 3. When designing Balanced Scorecard, we should pay attention to the following things: a. Company''s vision and strategy is not easy to plan. b. Performance measurement indicators are not easy to design. We should translate business-level indicators into workshop-level indicators, and teach employee to design quantitative indicators for operating procedure. c. When designing corporate-level scorecard, division-level scorecard and team-level scorecard, we can find the critical problems in organization by continuously communicating.