Any large scale change endeavor requires a great deal of effort on the part of a given organization to implement. Implementing a corporate wide BSC based performance management system is no different. In implementing such a system, organizational leaders face the challenge of overcoming organizational inertia rooted in resistance to change. This is no easy challenge, and is one of the major reasons why the majority of BSC initiatives (or large scale change initiatives in general) fail. In this module, therefore, we are going to look at the BSC not due to its value as a means of integrating strategy with operations or due to its usefulness as a performance management tool. Rather, in this module we are going to put on our organizational dynamics consultant hat and consider what it takes to implement a large scale organizational change endeavor. In your own words, describe the efforts put forth by BAE in implementing the BSC approach in their organization from an implementation perspective.

What efforts did they make to assure employees would be receptive to, and accept the BSC initiative? Describe to what extent you believe their efforts paid off. Murby, L., Gould, S., (2005). Effective Performance Management with the Balanced Scorecard: Technical Report. Chartered Institute of Management Accountants. Introduction: In this part of your essay you will need to introduce your topic and provide a very brief overview of the key points you plan to make in your paper. Analysis: In this section you will present the actual comparison and contrast between BAA’s approach to the Balanced Scorecard and more traditional approaches. Conclusion: Wrap up your argument with a clear and cogent synopsis of your findings. Do your best to convince your reader (aka, your professor) as to your position. Additional Instructions: Your essay should be 3 to 4 pages in length (not counting your title page or references). You must include a list of references.

APA formatting is preferred. Do not paste in sections of text into your essay. All of your work must be written in your own words. It’s OK to use a short quote now and again, but quotations must be in quotation marks and properly cited. In-text citations should be used anytime you are borrowing somebody else’s ideas, or information. Identify at least three objectives for improving the organization’s internal business processes, and show how they relate to the mission, vision and strategy of the organization. For each objective, develop at least one meaningful performance measure (metric). For each objective, identify at least one expected level of performance (target). For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization’s strategy (initiative). Comment briefly on the relationships of the process objectives that you’ve identified here to the finance objectives that you identified in the Module 1 SLP assignment and/or the customer service objectives that you identified in the Module 2 SLP assignment. How do they help to fulfill those objectives? If they don’t (and they don’t have to), what makes them more important than objectives that would relate to finance or customer service?

As we can see, race discrimination in organizations still exists. Beginning from the 1960s national minorities staged a number of walkouts demanding equal civil rights. So called Affirmative Actions have been implemented by the government in order to guarantee equal rights and liberties for African Americans and white Americans. The government had nothing to do but to guarantee equal opportunities. White companies, being afraid of governmental sanctions, beginning from the year 1960 had to provide Afro-Americans with working places. The 1960s are characterized by the enlargement of educational possibilities for national minorities and the occupation of Afro-Americans in management is easily explained in such a way. During the 1960s and 1970s college-educated Afro-Americans got business-related professions and managerial jobs. Black people were most employed in labor markets. Freeman (Freeman) gives such a statistics: in the 1960s only 7 percent of black college graduates could become managers in comparison to 18 percent of white students, who got same positions. The next decade was more progressive: the percentage of black managers increased to 12 percent (Freeman).

Organizations try to provide jobs to people of different ages, genders, physical abilities, ethnic backgrounds and levels of education. Gender and racial factors can not be left without attention and ignored, because solving of this problem will give a possibility to uphold the success and welfare of organizations. People think that they are moving in the progressive direction and not many people know that in the 1960s and 1970s highly educated African-Americans had more chances to get a higher-paying job. Moreover, few people know about their careers and achievements. Beginning from the year 2000 the situation has changed. American organizations can be called work-balanced, because only 58 percent of work places are occupied by white Americans (Jones, p.79). The term “cross-national teams” appears. It supposes that people of different nationalities work together without any difference. The process of globalization of business takes place nowadays and so requires numerous workers. Economic necessity and lack of work force makes employers turn to people of other nationalities and use them as a work force.

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