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MBA 520 MBA520 MBA/520 5.3 Measurement Problems and Solutions

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MBA 520 MBA520 MBA/520 5.3 Measurement Problems and Solutions

MBA520 Performance Measurement and Accounting Systems____________________________

Week 5 –5.3Measurement Problems and Solutions

(The following are excerpts from: Performance Management, by Cokins, John Wiley & Sons, Inc., 2004)

One of the mysteries of the workplace continues to be how to support a manager’s claim that “We did well last quarter.” The normal follow-up question is, “How do you know?” Despite a sea of collected data, organizations struggle with making sense of it all.

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MBA 520 MBA520 MBA/520 5.3 Measurement Problems and Solutions

MBA520 Performance Measurement and Accounting Systems____________________________

Week 5 –5.3 Measurement Problems and Solutions

(The following are excerpts from: Performance Management, by Cokins, John Wiley & Sons, Inc., 2004)

Organizations are generally data rich and information poor. Attempts are being made to fix this with data warehouses and number crunching software. But are those technologies simply Band-Aids and medications or a real cure?

How do You Know if You Are Performing Well?

When a manager states that “we did well,” how can anyone detect if the entireorganization benefited overall from whatever that department did when it supposedly “did well”?

How does management know how much of that department’s work and outcomes advanced their organization toward realizing their strategy, and how much was errant work on less relevant pursuits?One way to answer these questions is to improve the organization’s measurement system itself.

Strategy maps and scorecards are excellent tools in the quest for a strategy–supporting measurement system that links to operations and tactics. These are management tools that establish strong relations between the vital areas of the strategy and the organization’s measures.

They do so by:Making crystal clear the vital few strategic objectives (the strategic focus areas) of the strategy plan; Establishing the cause-and-effect relations between strategic objectives;

Cascading strategic measures to employee teams whose performance is being monitored; and thus Aligning employee behavior with a common focus on the strategic objectives typically defined in the boardroom or by the governing body.

Strategy mapsare like geographical maps that visually aid in understanding how one gets from point A (the present capability, organization, and focus of the enterprise) to destination B (the future desired state of capabilities, organization, and focus, as laid out in the enterprise vision, mission, and strategy plan).

Scorecardsare like a cockpit enabling managers and employee teams to navigate and steer. Scorecards without strategy maps may lead to failure. When scorecards are built and reported in isolation, there is no direct linkage to strategy.

As its name suggests, a scorecard contains the key and relevant performance measures. A scorecard is like the coxswain of a racing boat crew who periodically shouts critical information to the rowers.

The scorecard’s critical role is that it puts the measures (key performance indicators, or KPIs) in the context of the strategy. The concept of contextis

important. It elevates this methodology well above management by objectives (MBO) and spreadsheet performance reports. With strategy-linked measures reported through scorecards, the scorecard immediately explains not only what happened but also where that leads to and why it is important

MBA 520 MBA520 MBA/520 5.3 Measurement Problems and Solutions

MBA 520 Managerial Accounting School: Champlain College *Professor:Micelli, N/A Documents (26) Q&A (142) Textbook Exercises Managerial Accounting Documents All (26) Assessments Assignments Essays Homework Help

(3) Lab Reports Lecture Slides Lesson Plans Notes (2) Syllabi Test Prep (3) Showing 1 to 26 of 26 Sort by: Most Popular 2 pagesChapter 2 HW 2.2Chapter 2 HW 2.2 Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now Chapter 2 HW 2.2 2 pagesChapter 2 HW 2.1Chapter 2 HW 2.1 Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now Chapter 2 HW 2.1 7 pages1.1 Introduction to Performance Measurement1.1 Introduction to Performance Measurement Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 1.1 Introduction to Performance Measurement 33 pagesQUIZ-BAA-785.pdfQUIZ-BAA-785.pdf Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now QUIZ-BAA-785.pdf 17 pagesQUIZ-BAC-789.pdfQUIZ-BAC-789.pdf Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now QUIZ-BAC-789.pdf 5 pagesMBA 521 Week 8 Ass 1.docxMBA 521 Week 8 Ass 1.docx Champlain College

MBA 520 – Fall 2019 Register Now MBA 521 Week 8 Ass 1.docx 6 pagesMBA 521 Week 5 Ass 1.docxMBA 521 Week 5 Ass 1.docx Champlain College

MBA 520 – Fall 2019 Register Now MBA 521 Week 5 Ass 1.docx 6 pagesMBA 521 Week 3 Ass 1.docxMBA 521 Week 3 Ass 1.docx Champlain College

MBA 520 MBA520 MBA/520 5.3 Measurement Problems and Solutions

MBA 520 – Fall 2019 Register Now MBA 521 Week 3 Ass 1.docx 6 pagesMBA 521 Week 4 Ass 1.docxMBA 521 Week 4 Ass 1.docx Champlain College

MBA 520 – Fall 2019 Register Now MBA 521 Week 4 Ass 1.docx 5 pagesMSEL 520 Week 1 Ass 2.docxMSEL 520 Week 1 Ass 2.docx Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now MSEL 520 Week 1 Ass 2.docx 7 pagesMSEL 520 Week 8 Ass 1.docxMSEL 520 Week 8 Ass 1.docx Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now MSEL 520 Week 8 Ass 1.docx 5 pagesMSEL 520 Week 3 Ass 2.docxMSEL 520 Week 3 Ass 2.docx Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now MSEL 520 Week 3 Ass 2.docx 11 pagesManagerial Accounting- NotesManagerial Accounting- Notes Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now Managerial Accounting- Notes 1 pagestest 1test 1 Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now test 1 10 pages5.8 ABC5.8 ABC Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 5.8 ABC 10 pages4.2 Benchmarking4.2 Benchmarking Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 4.2 Benchmarking 8 pages4.3 Cost Allocation4.3 Cost Allocation Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 4.3 Cost Allocation 10 pages6.1 Relevant Costing6.1 Relevant Costing Champlain College Managerial Accounting

MBA 520 MBA520 MBA/520 5.3 Measurement Problems and Solutions

MBA 520 – Spring 2016 Register Now 6.1 Relevant Costing 5 pages5.1 Performance Management5.1 Performance Management Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 5.1 Performance Management 4 pages5.4 Strategy Maps and Scorecards as Solutions5.4 Strategy Maps and Scorecards as Solutions Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 5.4 Strategy Maps and Scorecards as Solutions 5 pages5.3 Problems and Solutions5.3 Problems and Solutions Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 5.3 Problems and Solutions 4 pages5.9 ABM5.9 ABM Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 5.9 ABM 2 pages5.6 Scorecards and Strategy Maps5.6 Scorecards and Strategy Maps Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 5.6 Scorecards and Strategy Maps 1 pages5.2 Strategy Maps5.2 Strategy Maps Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 5.2 Strategy Maps 1 pages4.1 Performance Measurement Applications (1)4.1 Performance Measurement Applications (1) Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now 4.1 Performance Measurement Applications (1) 48 pagesedm73215_ch02 (1)edm73215_ch02 (1) Champlain College Managerial Accounting

MBA 520 – Spring 2016 Register Now edm73215_ch02 (1) Managerial Accounting Tests Questions & Answers Showing 1 to 8 of 142 View all Which of the following would be classified as a financing activity on a statement of cash flows? A)

MBA 520 MBA520 MBA/520 5.3 Measurement Problems and Solutions

Declaration and distribution of a stock dividend B) Payment 1 2 3 4 5 On August 5, 2018, Famous Furniture shipped 40 dining sets on consignment to Furniture Outlet, Inc. The cost of each dining set was $350 each. The cost of 1 2 3 4 5

Which of the following would be included in the Lease Receivable account? Guaranteed residual value. Unguaranteed residual value. Executory costs Penalty for 1 2 3 4 5 On January 1, 2018, Newlin Co. has the following balances: Projected benefit obligation $3,500,000 Fair value of plan assets 3,000,000 The settlement rate is 1 2 3 4 5

The following information for Cooper Enterprises is given below: December 31, 2018 Assets 1 2 3 4 5 Presented below is information related to Jensen Inc. pension plan for 2018. Service cost $1,360,000 Actual return on plan ass 1 2 3 4 5

Wilcox Corporation reported the following results for its first three years of operation: 2017 income (before income taxes) $ 300,000 2018 loss (before income 1 2 3 4 5 Mitchell Corporation prepared the following reconciliation for its first year of operations: Pretax financial income for 2018 $ 1,800,000 Tax e 1 2 3 4 5

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