(CATTARAUGUS COUNTY REHABILITATION CENTER SCORECARD CONCEPT)
Introduction
In order to analyze and understand whether Cattaraugus County Rehabilitation Center has effectively adopted the scoreboard concept, one of the most essential things to note is to begin by understanding its essentiality, its implications, basic use and its implementation in organizations. To begin with, a Balanced Scoreboard Approach, otherwise referred to as the BSC strategy, is one of the most essential strategies in the business and organizational strategies in the twenty first century (Kaplan & Norton, 1992). This is due to the fact that it plays a major role in assisting the managers or leaders in organizations to understand the basic setting and organization of employees and their activities within the organization. At the same time, it plays a major role in assisting to analyze the activities that each of the employees or worker is assigned, the responsibilities that they have within the corporation or business organization, and how effectively they implement the same. This is one of the most essential tools that the balanced scoreboard approach has for organizations, and it is a framework that has been adopted as a managerial tool by many managers in organizations. Cattaraugus County Rehabilitation Center is a non-profitable organization, and for the effective implementation of the scoreboard concept, it is necessary to look at various areas, and all the areas that are concerned or involved with the organization’s activities (Kaplan & Norton, 1993). Effective implementation of the scoreboard concept should ensure that the management team does not only analyze and understand the workers’ organization, but also, other factors such as finances, the corporation or organization’s mission, goals and objectives, the organization’s vision, and the strategies that it has put in place to achieve the same. This is an essential aspect that Cattaraugus County Rehabilitation Center has put in place, since its implementation of the scoreboard has addressed and looked at and addressed the organization’s finances, customers and other stakeholders, internal business processes and learning and growth within the organization. Therefore, Cattaraugus County Rehabilitation Center did an effective job of implementing a balanced scorecard approach in a fashion that reflects their organizational mission and vision.
Analysis
Achieving and maintaining a balanced scoreboard is one of the most essential things that every corporation and organization seeks to achieve. This is based on the fact that the management team is in a good position to analyze and look at all the sectors of the organization, from the resources to the implementation of the same. At the same time, a balanced scoreboard should analyze have in consideration the corporation’s goals and objectives, the strategies that it has put in place to achieve the same, as well as the challenges that it might face as it tries to achieve its set goals and objectives. Essentially, an effective and balanced scoreboard concept should put in place all the stakeholders and their roles to the corporation into consideration. It should also look at how each of these stakeholders plays a role in achieving the corporation’s set goals and objectives (Kaplan N& Norton, 1992).
Cattaraugus County Rehabilitation Center is dedicated towards improving the life quality of people facing disabilities, and providing comprehensive services in order to assist them achieve maximum independence, which is its mission, based on values such as positivity, learning, integrity, respect and loyalty. In the case of Cattaraugus County Rehabilitation Center, it has put all these concepts into consideration. For instance, the corporation has subdivided its concept and managerial assessment into Finances, Customers, Internal business processes and Learning and Growth. This is a perfect concept, since it has put into consideration the internal, as well as the external concepts and environments into consideration. In order for every corporation to achieve its set goals and objectives, it is necessary for it to look at the internal and external environments, and the challenges, as well as motivations that come from it. By so doing, it is in a perfect position to identify the loopholes and the limiting factors that are likely to slow down the corporation’s activities and mission towards achieving the set goal and objectives (Kaplan & Norton, 1996).
In Cattaraugus County Rehabilitation Center’s case, for example, as much as it is not a profit-making corporation or organization, it has considered finances as an essential building block to its scoreboard concept. In this case, it has put comparability and growth into consideration, giving risk taking a major consideration, from the shareholder perspective. This is due to the fact that Cattaraugus County Rehabilitation Center has realized that effective management of finances is one of the major goals that it should have, since it is operating on a non-profitable platform. This means that it will not have a steady and consistent source of income, and it should, therefore, manage the finances that it has effectively, to avoid any cases of bankruptcy or slowed operations (Kaplan & Norton, 1996).
Secondly, the corporation has put the customer into perspective, and the most essential thing to note in this case is the fact that it has viewed its services from the customers’ perspective, rather than its own. This means that the corporation does not seek to satisfy its needs. Rather, it seeks to satisfy the needs of the customer (Kaplan & Norton, 1996). Considering the fact that it does not operate on a profitable basis (meaning that it has meager funds which should be effectively managed), Cattaraugus County Rehabilitation Center has used a subjective strategy, which is necessary in such a case as this. This is due to the fact that it will be obliged to offer its services based on the customers’ needs, and this is the only way through which it will achieve its set goals and objectives.
Thirdly, it has put its internal business processes in consideration, and this is the case whereby the corporation offers its services with an effective internal management of the corporation. An internal management is necessary since it puts into effective coordination the management and the employees’ departments. By so doing, it has strategized on the priorities that it should put into consideration, in order to achieve growth and learning, which is its fourth instrumental growth. Growth and learning assists corporations to not only identify their weak points and the areas that they need to work on improving, but also assists them to identify what the customer really needs, in order to offer their services based on these customers’ expectations (Gluck, et. al, 1982).
Conclusion
References
Gluck, F.W., Kaufman, S.P., & Walleck, A.S. (1982). “The Four Phases of Strategic Management,” Journal of Business Strategy (Winter 1982), pp. 417 – 456.
Kaplan, R. & Norton, D. (1992). “The Balanced Scorecard – Measures That Drive Performance.” Harvard Business Review 70(1): 71-79.
Kaplan, R. & Norton, D. (1993). “Putting the balanced scorecard to work.” Harvard Business Review 1993 71 (5): 134 – 147.
Kaplan, R. & Norton, D. (1996). “Using the balanced scorecard as a strategic management system.”‖ Harvard Business Review 1996 a 74 (1): 75 – 85.
Kaplan, R. & Norton, D. (1996). The Balanced Scorecard. Boston, MA: Harvard Business School Press 1996.
