UNIVERSIDAD DE SAN CARLOS DE GUATEMALA

FACULTAD DE INGENIERÍA

DEPARTAMENTO DE INGLÉS

IDIOMA TÉCNICO 4

INGA. TATIANA VALLEJO

SECCIÓN “A”

BALANCED SCORECARD

JUAN ROBERTO PIERRI PALMA

200915163

GUATEMALA, 20 DE JUNIO DE 2013

INTRODUCTION
An organization must have a global vision of the organization, it´s a vision that
includes the market, the internal of the corporation, the relation of the employees,
the financial, how is gonna develop in national and international ways.

The balanced scorecard is a strategic planning and management system used to

align business activities to the vision and strategy of the organization, improve
internal and external communications, and monitor organizational performance
against strategic goals.
OBJECTIVES
GENERAL OBJECTIVE

 Analyze and develop the concepts of vision and strategy and its link with
strategic management tool.

SPECIFIC OBJECTIVE

 Highlight the main aspects of the Balanced Scorecard.

 Clarify and translate or transform the vision and strategy.
 Communicate and link strategic objectives and indicators.
 Plan, set targets and align strategic initiatives.
THEORETICAL FRAMEWORK
The balanced scorecard (BSC) is a strategy performance management tool, a
semi-standard structured report, supported by design methods and automation
tools, that can be used by managers to keep track of the execution of activities by
the staff within their control and to monitor the consequences arising from these
actions. It is perhaps the best known of several such frameworks (it was the most
widely adopted performance management framework reported in the 2010 annual
survey of management tools undertaken by Bain & Company.

Characteristics

The characteristic of the balanced scorecard and its derivatives is the presentation
of a mixture of financial and non-financial measures each compared to a 'target'
value within a single concise report. The report is not meant to be a replacement
for traditional financial or operational reports but a succinct summary that captures
the information most relevant to those reading it. It is the method by which this
'most relevant' information is determined (the design processes used to select the
content) that most differentiates the various versions of the tool in circulation. The
balanced scorecard also gives light to the company's vision and mission. These
two elements must always be referred to when preparing a balance scorecard.

For this purpose the Balanced Scorecard holds four different perspectives from
which a company's activity can be evaluated:

Once an organization has analysed the specific and quantifiable results of the
above, they should be ready to utilise the Balanced Scorecard approach to
improve the areas where they are deficient.

A Balanced Scorecard approach generally has four perspectives:

1. Financial

2. Internal business processes

3. Learning & Growth (human focus, or learning and development)

4. Customer
CONCLUSIONS
 The BSC objectives and indicators are derived from the vision and strategy
of the organization and provide for the performance of the organization from
four perspectives: the financial, the customer, internal process and training
and growth.
 The characteristic of the balanced scorecard and its derivatives is the
presentation of a mixture of financial and non-financial measures each
compared to a 'target' value.
 The balanced scorecard also gives light to the company's vision and
mission.
BIBLIOGRAPHY
 Balance Scorecard, Visit date: 18/06/2013. Web site
<https://www.balancedscorecard.org/BSCResources/AbouttheBalancedSco
recard/tabid/55/Default.aspx>.
 Balance Scorecard, Visit date: 18/06/2013. Web site <
http://en.wikipedia.org/wiki/Balanced_scorecard>