《Cost managment∶accounting and control 第十三章解答手册》由会员分享，可在线阅读，更多相关《Cost managment∶accounting and control 第十三章解答手册（25页珍藏版）》请在金锄头文库上搜索。
1、CHAPTER 13THE BALANCED SCORECARD:STRATEGIC-BASED CONTROL QUESTIONS FOR WRITING AND DISCUSSION 2901.A strategic-based responsibility accounting system converts an organizations mission and strategy into operational objectives and measures for four perspectives: the financial perspective, the customer
2、 perspective, the process perspective, and the learning and growth perspective. It differs from activity-based responsibility accounting because of the formal linkage to strategy and because it adds two perspectives to the responsibility dimension: the customer perspective and the learning and growt
3、h perspective.2.A Balanced Scorecard is a strategic-based performance management system that translates an organizations vision and strategy into operational objectives and mea-sures for four perspectives: financial, customer, process, and learning and growth.3.Balanced measures mean that the strate
4、gic measures used are made up of a proper mix of integrated financial and nonfinancial measures that are both predictive and historical and which may be subjective or objective in nature.4.Lag measures reflect what has happened. Lead measures reflect what may happen. (They are performance drivers.)5
5、.Objective measures are quantifiable and verifiable. (Verifiable means that the values are the same from one person to the next.) Subjective measures are less quantifiable and judgmental in nature (indicating that their values can vary from one person to the next).6.Stretch targets are targets that
6、are set at levels that, if achieved, will transform the organization within three to five years. Their strategic purpose is to bring the organization to the level envisioned by the strategy.7.A strategic-based reward system is designed to encourage and support the implementation of the organizations
7、 strategy. Rewards are offered for both financial and nonfinancial performance. (Traditional rewards are mostly tied to financial performance.) 8.The three strategic themes of the financial perspective are revenue growth, cost reduction, and asset utilization. 9.The five core objectives of the custo
8、mer perspective are market share, customer retention, customer acquisition, customer satisfaction, and customer profitability.10.The long-wave of value creation means anticipating the emerging and potential needs of customers and creating new products and processes to satisfy those needs. The short-
9、wave of value creation is producing and delivering existing products to customers.11.The three processes of the process value chain are the innovation process, the operations process, and the post sales service process. The innovation process anticipates the emerging and potential needs of customers
10、 and creates new products and services to satisfy those needs. The operations process produces and delivers existing products and services to customers. The postsales service process provides critical and responsive services to customers after the product or service has been delivered.12.Three objec
11、tives of the learning and growth perspective are to increase employee capabilities; to increase motivation, empowerment, and alignment; and to increase information systems capabilities.13.A testable strategy is a set of linked objectives aimed at an overall goal that can be restated into a sequence
12、of cause-and-effect hypotheses.14.Double-loop feedback is information that deals with both the effectiveness of strategy implementation and the validity of the assumptions underlying the strategy. 15.Communication, incentives, and resource allocation are three methods that promote strategic alignmen
13、t. To internalize the strategy, employees must be fully informed and aware of how their actions affect the strategy. Rewards must be tied to the strategic measures, and resources must be allocated to fund the strategic initiatives.291 EXERCISES131A strategic-based system adds direction to improvemen
14、t efforts by tying responsibility to a firms strategy. It increases the dimensions of responsibility by adding at least two dimensions: the customer perspective and the learning and growth perspective. Finally, it diffuses responsibility for the strategy throughout the entire organization.1321.Score
15、card measures differ because they are integrated. Strategy is the basis for integration. This means they are derived from, support, and describe the strategy of an organization. They are used to express the cause-and-effect relationships that define a well-thought-out strategy. Scorecard measures al
16、so differ because they are developed for more than just the process and financial perspectives. Customer and learning and growth measures are also developed.2.A historical measure is a lag measureit measures an outcomesomething that has already happened. A predictive measure is a lead measureit drives future performance.1331.Change is brought about by establishing stretch targets that are set
