- Title
- The development of a balanced scorecard for strategic planning in a frozen vegetable processing plant
- Creator
- Du Plessis, Francois
- Subject
- Food industry and trade -- South Africa -- Management
- Subject
- Strategic planning
- Date Issued
- 2001
- Date
- 2001
- Type
- Thesis
- Type
- Masters
- Type
- MBA
- Identifier
- vital:10887
- Identifier
- http://hdl.handle.net/10948/52
- Identifier
- Food industry and trade -- South Africa -- Management
- Identifier
- Strategic planning
- Description
- This research investigated the development of a balanced scorecard for a frozen vegetable processing plant. The balanced scorecard can be utilised as a strategic management and performance measurement system. First, an overview of the balanced scorecard concept was presented. Its four perspectives, namely financial, customer, internal business process, and learning and growth were explained. Thereafter, the process of developing a balanced scorecard was outlined and the translation of a firm’s vision into measurable objectives and targets was discussed. Finally, the literature study evaluated the development of balanced scorecards by means of selected case studies. This included an analysis of the successes and failures of balanced scorecards in practice. The research methodology consisted of: (a) A literature study to determine a framework for developing a balanced scorecard. (b) Interviews and workshops to gather the primary data required to develop a balanced scorecard. The development of a balanced scorecard for a frozen vegetable processing plant using the findings from (a) and (b) above. The following recommendations were made: · Targets and action plans should be developed for the outstanding strategic objectives of the plant, and all key performance measurements should be formalised on key performance area documents. All role players should be involved in this process. · All employees must be exposed to, and understand the plant’s vision, mission statement and the purpose of the balanced scorecard. · All employees need to understand how their actions impact on other employees and the well-being of the plant. They must have set objectives and targets that can be measured. · To increase the chance of a successful scorecard implementation, regular feedback must be provided to all employees, and managers must hold people accountable for using the system.
- Format
- ix, 97 leaves
- Format
- Publisher
- Port Elizabeth Technikon
- Publisher
- Faculty of Management, Business Administration
- Language
- English
- Rights
- Nelson Mandela Metropolitan University
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