The term “balanced scorecard” became part of the professional accounting vernacular in the early 1990s. This nontraditional approach to measuring strategic performance was developed by Dr. Robert Kaplan and Dr. David Norton. As the name implies, the goal of the balanced scorecard is to provide stakeholders with a balanced view of the performance of an organization. For this Assignment, review Case 14-1, “Global Oil” in Chapter 14 of your course text and reflect on the information presented. Consider how the balanced scorecard should be implemented, including how it the results of this implementation might contribute to organizational decision making. The Assignment: ◦A)) Provide a critical analysis of M&R’s implementation of the balanced scorecard, including an identification of the strengths and weaknesses of the program. ◦B)) Prepare a response to the following: Was the adoption of the balanced scorecard at M&R responsible for turning around the organization’s financial performance? Explain why or why not. REFERENCE: Zimmerman, J. L. (2014). Accounting for decision making and control (8th ed.). New York, NY: McGraw-Hill. ◦Chapter 14, “Management Accounting in a Changing Environment” (pp. 608–633, 648–649) ◦Case 14-1, “Global Oil” (pp. 648–649) Joseph, G. (2009). Mapping, measurement and alignment of strategy using the balanced scorecard: The Tata Steel case. Accounting Education, 18(2), 117–130. a real-life situation and information gathered from the firm’s internal accounting processes. Special attention is given to the strategy map and measurement aspects of the balanced scorecard. Kaplan, R. S., Norton, D. P., & Rugelsjoen, B. (2010, January). Managing alliances with the balanced scorecard. Harvard Business Review, 88(1/2), 114–121. The authors of this article examine the balanced scorecard approach as applied to a successful strategic alliance of two companies. A study by McKinsey & Company regarding the yield returns of joint ventures is used as a basis for discussing the balanced scorecard in this article.

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