Trident bus499 all slps

Part
1- The purpose of the Session Long Project is to give you the
opportunity to explore the applicability of the module to your own life
and work. This is done in a number of different ways—sometimes with
cumulative papers, sometimes with practical hands-on experimentation,
sometimes with reflections on a place of work or life. The common thread
is personal application, aimed at demonstrating a cumulative knowledge
and understanding of the course material.For
this course, the Session Long Project will take the form of putting
together background from each of the four perspectives for a balanced
scorecard approach to an organization or organizational unit with which
you are familiar. In the final module (Module 5), you will have a go at
strategy mapping. You won’t be building a complete Balanced
Scorecard—that would be far beyond our current scope—but you’ll have a
chance to see what goes into it and how it gets put together into a
coordinated whole. As in the Cases, you’ll be drawing on your previous
coursework to help.The
Module 1 assignment has two parts. First, identify an organization in
which you have access to at least some information concerning financial
data, staffing and human resource systems, marketing and customer
relations, information systems, and operations. While most material on
the Balanced Scorecard is written from the private, for-profit point of
view, it’s perfectly possible to use this approach with public or
non-profit organizations as well.For
the second part of this assignment, consider the organization’s mission
and strategy from the perspective of its financial operations (from
your work on the Case, your previous coursework, and your background
reading, you should be reasonably clear what such operations are). In
this section of the assignment you’ll begin to identify objectives and
measures relevant to that perspective. If you’re unclear on just what
objectives and measures are, here is a presentation that describes what
they are and how to write them: Objectives, Measures, Targets &
Action Plans.Part
2-For Module 2, consider your organization’s mission and strategy from
the perspective of its potential, prospective, and present customers. In
this section of the assignment you’ll begin to identify objectives and
measures relevant to that perspective. Refer back to the presentation
Objectives, Measures, Targets & Action Plans if you need to.Once
you’re reasonably clear on what’s involved, think about your
organization and its customers/clients/users/service recipients/whatever-you-wish-to-call-them, and then:•Identify
at least three objectives for the organization’s customer service
perspective 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 customer service objectives that
you’ve identified here to the financial objectives that you identified
in the Module 1 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 finances?•Finally, do you wish to make any changes to your Module 1 objective write-up in light of your Module 2 experience?Here’s
a table that you may wish to copy and fill in. (The boxes are
expandable; take all the space you need to be complete in your
descriptions. No more than 2–3 pages should be necessary.)Part
3-For Module 3, consider the organization’s mission and strategy from
the perspective of its internal business processes (from your work on
the case, your previous course work, and your background reading, you
should be reasonably clear what such business processes are). In this
section of the assignment you’ll begin to identify objectives and
measures relevant to that perspective. Refer back to Objectives,
Measures, Targets & Action Plans if you need to.SLP Assignment ExpectationsOnce you’re reasonably clear on what’s involved, think about your organization and its business processes, and then: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?•Finally, do you wish to make any changes to your Module 1 or Module 2 objective write-ups in light of your Module 3 experience?Here’s
a table that you may wish to copy and fill in. (The boxes are
expandable; take all the space you need to be complete in your
descriptions. No more than 2–3 pages should be necessary.)Part
4- For Module 4, consider your organization’s mission and strategy from
the perspective of its learning and growth (from your work on the Case,
your previous course work, and your background reading, you should be
reasonably clear what such activities are). In this section of the
assignment you’ll begin to identify objectives and measures relevant to
that perspective. Refer back to this presentation on Objectives,
Measures, Targets & Action Plans if you need to.SLP Assignment ExpectationsOnce you’re reasonably clear on what’s involved, think about your organization and its learning and growth processes, and then:•Identify
at least three objectives for improving the organization’s learning and
growth, 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 learning and growth objectives that
you’ve identified here to the financial objectives that you identified
in the Module 1 SLP assignment, the customer service objectives you
identified in Module 2, and/or the internal business process objectives
you identified in Module 3. 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 customer service,
business processes, or financial operations?•Finally, do you wish to make any changes to your Module 1, 2, or 3 objective write-ups in light of your Module 4 experience?Here’s
a table that you may wish to copy and fill in. (The boxes are
expandable; take all the space you need to be complete in your
descriptions. No more than 2–3 pages should be necessary.)Part
5-As you recall, in MGT301 (Principles of Management), attention was
given in SLP 5 to building critical thinking and problem-solving skills,
along with information-literacy skills. In the SLP 5 assignment for
MGT499 (Strategic Management), you had the opportunity to develop your
business critical-thinking skills more fully by applying strategic
management principles to your chosen organization in the process of
addressing key stakeholders about strategic initiatives that may be of
concern (older iterations of MGT499 focused solely on the shareholder).And
finally, in BUS499 (BSBA Integrative Project) you will focus your
Module 5 SLP on honing your critical-thinking and information-literacy
skills.You’ve
put a lot of work into your analyses of the four perspectives
considered in the Balanced Scorecard process. Now it’s time to put it
all together! In this module, you’ll be preparing an argumentative essay
on the SLPs from Modules 1–4.SLP Assignment ExpectationsUtilizing
Trident’s library resources, identify at least one case study of an
organization that utilizes a Balanced Scorecard approach, and three
additional peer-reviewed papers on the topic of the Balanced Scorecard.
Do some additional reading as well. Based on the case study found in the
literature, conduct a critical analysis arguing whether your “SLP
organization” would do a better or worse job of implementing the BSC
approach. If your organization has already implemented BSC, then compare
implementation success of your “SLP organization” with the case study
from the literature.In
conducting your analysis formulate a thesis statement and provide a
well-thought-out argument in a 3- to 5-page document that compares
implementation as described in the case study with what you would expect
out of your “SLP organization.” Here are a couple of example thesis
statements you might want to consider with appropriate revisions.•Based
on my review of [XYZ Corporation’s] implementation of the Balanced
Scorecard approach and review of recent BSC-related literature, I
believe it would (or would not) be worth implementing the Balanced
Scorecard approach in my SLP organization.•Based
on my review of the current literature I believe my chosen organization
has (or has not) done a better job of implementing the Balanced
Scorecard approach than [XYZ Corporation].Compare
and contrast the BSC implementation success of the organization
outlined in the case study you found in your literature search with the
success you would expect (or have experienced) in your chosen
organization. Utilize the peer-reviewed papers to support your
arguments. Above all, your arguments should be convincing and well
supported by the literature.Be
honest! If you don’t think your organization is up to the challenge,
then say so and provide some academically based resources to support
your claim. For instance, if you do not think the leadership of your
organization would be able to pull it off, then find some
leadership-based research to help support your claims. Remember,
convincing the reader is key.