Balanaced Scorecard and Performance Measurements Case Study

Balanaced Scorecard and Performance Measurements - Case Study Example 2007). The scorecard is effectively utilised in measuring the utilisation of resources in seeking to achieve the objectives stipulated within the context of the organisational vision and mission statement. The balanced scorecard for Otago Museum makes consideration of the companys objectives as compared to the various stakeholders within the organisational structure. The various stakeholders within the organisation need to be able to measure the performance in relation to the objectives of the organisation. As a non-profit organisation, effective functioning of the internal systems is essential in ensuring the stakeholders are focused in performing their responsibilities within the organisation. A consideration of the organisational vision enabled transformation of the objectives into operational goals, which become the fundamental responsibilities for the various stakeholders. The understanding of their responsibilities enables the stakeholders to identify instances when operations are not within the desired outcomes. This enables the stakeholders to adopt measures for making corrections in seeking to ensure the operations remain within the expected standards. These are the stakeholders who have continuously ensured the organisation remains operational. Their fundamental function is the coordination of resources towards achieving the identified outcomes of the organisation. These individuals are involved in the development of the organisational strategies in seeking to ensure delivery of the strategic objectives. Many of the developed strategies remain based on the organisational objectives, which are derived from the vision. The management functions and leadership provided by these stakeholders has remained fundamental in ensuring continued operation of Otago. These stakeholders need to be constantly informed about the modern trends within the business in order to integrate them within the context of Otago operations. The strategic