Beruflich Dokumente
Kultur Dokumente
Abstract
The aim of this research is to build a balanced scorecard model for the Cihan University through identifying
requirements as well as the steps necessary for successful implementation in this university that is located in
Erbil / Iraq. This requires using a specific model that includes pre-identified steps designed to achieve the
research objectives. The problem of this research is to identify the sets of requirements and steps needed to
build and implement a viable balanced scorecard as a tool to be used to evaluate strategic performance at Cihan
University and how this university can use this proposed model of a Balance Scorecard ( BSC ) efficiently and
effectively to achieve its strategic objectives.
The main conclusion of this research is that; there are different methods that can be used by any organization to
build and implement a balanced scorecard, based on the organization's vision, strategies and values.
Key word: Balance Score card, Model, Cihan University
Introduction
To manage and deploy organizational resources in such a Chapter 1: Research Methodology
way as to deliver and fulfill organizational objectives This chapter will provide a general background of this
many tools, techniques and frameworks have developed research by keying out the basic ideas related to its
to aid managers in verifying and evaluating business and problem, importance, objectives, and model.
resource performance. This research focuses on one
important technique: the balanced scorecard. This 1.1 Research Problem and Importance
research suggests that the successful model of BSC may 1.1.1 Research Problem
depend on designing and implementing the model that In today's rapidly growing economy, organizations are
suits the business special strategic objectives thus to constantly looking for means to improve their business
improve corporate performance. The balanced scorecard processes and increase output to achieve their goals and
may probably be considered the most popular technique objectives. There is eventually a certain need to monitor
in this respect. Originally developed as a performance plans as well as achievements to avoid any kind of
measurement tool, the scorecard is now associated failures or deviations that may lead to more difficulties
increasingly with strategy implementation. It acts as a and complications. In other words, it is necessary to
management framework with the potential to identify and measure performance and take precautions to prevent any
exploit organizations’ key value drivers to their best problems that may cause a gap between planned
strategic advantage. strategies and what happens in the real world.
This research is divided into four chapters. The first Different frameworks and reference models for
chapter, focused on the research methodology by measuring business performance developed and offered
showing the research problem, importance, objectives from a variety of origins, such as Financial Statement
and model. Analysis, Economic Value Added, Activity-based
The second chapter highlights the theoretical aspects of costing and Quality Management models… etc.
the researched issues. However, these models may not be sufficient enough to
Chapter three entirely involves the empirical section by align strategy with actions and may prove different
stating data required and analysis in order to establish limitations including the failure in controlling the
and implement a balanced scorecard model especially constructed or planned values, the focus on results rather
designed for Cihan University. than on procedures and the limited measurement that is
Research conclusions are provided in the concluding centralized on the tangible assets only.
chapter. In general, we can say that organizations in the past
The current issue and full text archive of this journal is available at Received: May 2013
hhttp://aocrj.org/archive/ Revised: June 2013
Academy of Contemporary Research Accepted: July 2013
Journal
V II (III), 106-117, ISSN: 2305-865X
© Resource Mentors (Pvt) ltd (Publisher)
106
Building and Implementing a Balanced Scorecard Model at Cihan
University Requirements and Steps Academy of Contemporary Research Journal
l
Dr. Nasrat Abdalraheem Madah, Dr.Imad Shihab Ahmad Volume II, Issue III, 2013, 106-117
Khurram Sultan
focused their attention on measuring performance 2. Solving the research problem by proposing a
depending on their operational and financial results. suggested balanced scorecard model for a selected
Nevertheless, this does not contribute to the measurement Iraqi private organization (Cihan University-Erbil)
of the actual success of the organization as these identifying the requirements, steps and procedures for
financial results may reflect a beneficial situation for it, successful implementation.
although they may be toward more of a decline stage 3. Attaining acceptable results and conclusions.
because other important factors are not evaluated.
In all cases, it's necessary to point out that the 1.3 Research Model
performance evaluation process was revised and evolved In order to achieve the objectives of this research, the
over time. We may see the current result of this following steps may represent road map to achieve the
development may be the innovation of the balanced research objectives:
scorecard. 1. Introducing a theoretical component to highlight
Nevertheless, this new technology is not effortless to be Balanced Score Card issues.
adopted, it needs a huge amount of data and information 2. Describing the real world of the Cihan
which are hard to assemble, and it also entails steps and University as basic requirement to use the
procedures that need to be applied correctly. methodology of this research.
Building and implementing a balanced scorecard model 3. Attempting to organize a balanced scorecard for
is the key to reducing losses and initiating innovation and the organization studied and assessing the
growth. Although it's not an easy task, many potential difficulties and consequences of
organizations were able to successfully build and implementation.
implement a balanced scorecard. Then, we need to 4. Identifying the possible steps taken to get rid of
wonder if it will be the case for Cihan University, will it the problems included within the construction
be able to acquire all the necessary information to phase of a balanced scorecard model, which are
establish a database for implementation of such model?. inherent in the real world of the organization
From the above discussion, we can summarize the studied.
problem of this research through the following questions: 5. Demonstrating and suggesting the needs and
What are the requirements and steps needed to build and requirement to enhance the chances for
implement a balanced scorecard model especially successful implementation and utilization of a
designed as a tool to evaluate strategic performance at balanced scorecard by the organization studied
Cihan University? And how can this organization carry and accomplishing all related benefits
out the model identified requirements, steps and effectively.
procedures efficiently and effectively to achieve their 6. Offering a BSC model, analyzing the outcomes,
strategic objectives? and major conclusions.
107
Building and Implementing a Balanced Scorecard Model at Cihan
University Requirements and Steps Academy of Contemporary Research Journal
l
Dr. Nasrat Abdalraheem Madah, Dr.Imad Shihab Ahmad Volume II, Issue III, 2013, 106-117
Khurram Sultan
Six Sigma
Stock Reengineering Efficiency & capability
Customer satisfaction
19th Century
Accounting Productivity Standardized comparison Competitive advantage
15th Century
Ledger
108
Building and Implementing a Balanced Scorecard Model at Cihan
University Requirements and Steps Academy of Contemporary Research Journal
l
Dr. Nasrat Abdalraheem Madah, Dr.Imad Shihab Ahmad Volume II, Issue III, 2013, 106-117
Khurram Sultan
The Internal Business Process Perspective usually identifies entirely new processes at which an
The internal business process measures focus on the organization must work in order to meet client and
inner processes that will have the greatest impact on financial objectives. For example, a company may realize
customer satisfaction and achieving an organization's that it must develop a process to anticipate customer
financial objectives. It reveals two fundamental needs or one to deliver new services that target
differences between the traditional and the BSC customer's value.
approaches to performance measurements. Traditional The BSC internal business process objectives highlight
approaches attempt to monitor and improve existing the processes which are most critical for an
business processes and they may extend beyond financial organization's strategy to succeed and it may not be
measures of performance by incorporating character and currently performing at all. As illustrated in Figure (2),
time-based metrics. But they still focus on improvements the BSC approach incorporate innovation processes into
of existing processes While, the scorecard approach the internal business process perspective.
Innovation Operation
Customer need identified Design Develop Make Market Service Customer need satisfied
109
Building and Implementing a Balanced Scorecard Model at Cihan
University Requirements and Steps Academy of Contemporary Research Journal
l
Dr. Nasrat Abdalraheem Madah, Dr.Imad Shihab Ahmad Volume II, Issue III, 2013, 106-117
Khurram Sultan
1.Employee survey
1.(>4.8)
1. Motivated and L1.Climate for change 2.Personal BSC% 1.Skills program
2. (80%)
prepared workforce L2.Competencies 3.Strategic 2.Competency
3. (85%)
competencies
110
Building and Implementing a Balanced Scorecard Model at Cihan
University Requirements and Steps Academy of Contemporary Research Journal
l
Dr. Nasrat Abdalraheem Madah, Dr.Imad Shihab Ahmad Volume II, Issue III, 2013, 106-117
Khurram Sultan
most challenging, selecting and formulating required. On the contrary, employees constitute the
strategies is also difficult. Strategies need to be most essential component in any society. For this
feasible, understandable by employees, reason, their participation and contribution to the
sensible and related to the vision and objectives planning and execution process must be guaranteed
of the company in a way that they provide the through motivation, rewards and promotions, healthy
best possible benefits. and safe working environment and well deserved
3. Setting up strategies connected to the cause salaries (www.brighthub.com).
and effect relationship. Figure (5) illustrates the basic steps of the generalized
4. Establishing well balanced measures. model for building and establishing a balance
5. Ensuring employee participation: top management is scorecard, which are discussed below.
not the only part of reaching the strategic objectives
8. Improve Critical Processes 5. Link to Internal Processes 2. Identify Target Segments' Requirements
7. Establish Metrics and Set Goals 6. Establish Process Improvement Priorities 3. Determine Performance Gaps
Figure (5): Basic Steps of the Generalized Model for Building a Balance Scorecard.
Source: www.schneiderman.com.
1. Selecting stakeholder strategies: involves recognition companies are in a position to set internal process
of the concept that companies cannot satisfy all needs to improvement priorities. Once completed, they can
all potential customers and therefore they must focus identify the main points for changes in the way those
their limited organizational resources on those chosen involved should do their day-to-day jobs.
market segments. 7. Establishing metrics and goals for the process
2. Identifying target segments requirements: explains improvement priorities: companies face several questions
how each customer segment is characterized by its own includes identifying the internal process metrics that are
unique set of requirements. These customers examine the drivers of the desired improvement in outcomes.
potential suppliers against these requirements and make a Once companies have successfully identified them, they
decision based on what meets their aggregate needs. need to set time-based goals which are hard but not
3. Determining performance gaps: by inquiring targeted impossible to attain. Companies have a limited
customers how companies are doing in meeting their improvement capacity, asking them to do everything will
diverse demands. The aim is to close these gaps in order guarantee that the easy jobs are done first, not necessarily
to maintain or improve relative competitive position. the most significant ones will get done first. Companies
4. Setting stakeholder improvement priorities: Improving need to filter the priorities so they achieve maximum
requirements that are unimportant to a targeted customer stakeholder value in other words, making the balance
segment is often a waste of precious organizational scorecard.
resources that could better be used elsewhere. It’s 8. Improve critical processes: entails how Individuals
therefore essential that companies focus their involved in multiple processes should focus first on those
improvement efforts on major gaps in important that lie along this critical strategic path. When teams or
customer requirements. The combination of high individuals do not have a clear role in strategic
importance and low performance is the logical basis for improvement priorities, they should still spend a portion
ranking opportunities for improvement. of their time improving the way that they manage their
5. Linking stakeholder requirements to internal day-to-day chorespubl
processes: is collection of interacting processes whose 9. Reassess strategy: Companies need to re-evaluate the
collective output is essential for creating stakeholder selected strategies and behaviours to ensure efficiency
value and identifies the relationship of each process and maintain effectiveness to accomplish their strategic
within the organization to the key stakeholder objectives according to the chosen operation plans
requirements identified in step 2. (Smith; 2007; 170-173).
6. Establishing process improvement priorities: involves However, Kaplan and Norton defined the following four-
knowing which internal processes drive the various step process, illustrated in Figure (6), that has been used
targeted stakeholder requirements and which of those across a broad range of organizations:
requirements are most in need of strategic improvement,
111
Building and Implementing a Balanced Scorecard Model at Cihan
University Requirements and Steps Academy of Contemporary Research Journal
l
Dr. Nasrat Abdalraheem Madah, Dr.Imad Shihab Ahmad Volume II, Issue III, 2013, 106-117
Khurram Sultan
1. Define the measurement architecture- When a own sake. While these goals can lead to improved
company initially introduces the Balanced business-unit performance, they may not achieve their
Scorecard, it is more manageable to apply it on the purpose if they are chosen as ends in themselves. A
strategic business unit level rather than the corporate Balanced Scorecard must retain a strong emphasis on
level. However, interactions must be considered in outcomes, especially financial ones. Ultimately, causal
order to avoid optimizing the results of one business paths from all the measures on a scorecard should be
unit at the expense of others. linked to financial objectives (Norton; 1999; 10).
2. Specify strategic objectives- The top three or four 2.4 Advantages and Disadvantages of Balanced
objectives for each perspective are agreed upon. Scorecard
Potential measures are identified for each objective. The foremost advantage of applying the balanced
3. Choose strategic measures- Measures that are scorecard method is that by looking at four aspects of a
closely related to the actual performance drivers are company's performance, you really do get a balanced
selected for evaluating the progress made toward view of company performance. Unlike traditional
achieving the objectives. methods of tracking the financial health of an occupation,
4. Develop the implementation plan- Target values are the balanced scorecard gives you a full picture as to
assigned to the measures. An information system is whether your company is meeting its objectives. While it
developed to link the top level metrics to lower- may seem that a company is doing well financially, it
level operational measures. The scorecard is may be that customer satisfaction is down, employee
integrated into the management scheme training is inadequate, or that the processes are outdated.
(www.netmsba.com). The second advantage, by applying a balanced scorecard
approach, the immediate future isn't the only thing being
measured. Oftentimes when an accountant sees the
Develop the Define the financial bottom line (maybe the company isn't doing
implementation measurement
plan architecture
well), suggestions are given that are immediate, but do
not consider the long-term. Using balanced scorecards
allows for stakeholders to ascertain the health of short,
medium, and long term objectives at a glance (Fabozzi
and Peterson; 2003; 910).
Finally, by using a balanced scorecard, a company can be
sure that any strategic action implemented matches the
Choose strategic Specify strategic
desired outcomes. Using a balanced scorecard should
measures objectives result in:
1. Translation of strategy into measurable
parameters.
2. Communication of the strategy for everybody in
the house.
Figure (6): Kaplan and Norton BSC 3. Alignment of individual goals with the firm's
Steps. Source: Created by researcher strategic objectives- the BSC recognizes that the
according to references used in this research. selected measures influence the behavior of
Finally, we can determine the following principles for employees.
building a balanced scorecard: 4. Feedback of implementation results to the
1. Cause-and-Effect Relationships: A strategy is a set of strategic planning process.
hypotheses about cause and effect. A properly
constructed scorecard should tell the story of the business
5. Improved processes, Motivated/educated
employees, Enhanced information systems,
unit’s strategy through a succession of cause and- effect
Monitored progress, Greater customer
relationships. The measurement system should fix the
satisfaction, and increased financial usage.
relationships (hypotheses) among objectives explicit so
On the other side, the basic disadvantages related to the
that they can be managed and validated. Every objective
use of balanced scorecard include the following:
selected for a Balanced Scorecard should be part of a
1. The balanced scorecard takes a lot of time and
chain of cause-and-effect relationships that
thinking. It is not a tool you can just think up one
communicates the substance of the business unit’s
night to solve a problem. Instead, it is recommended
strategy to the governing body.
that you hold a meeting to plan out what goals you
2. Outcomes and Performance Drivers: All Balanced
would like to see your company reach in each of the
Scorecards use certain generic measures. These generic
four above areas. Once you have clearly stated
measures (such as profitability, market share, and
objectives, you can then begin to break down these
customer satisfaction) tend to be “outcome” measures,
objectives to bring them to reality.
which reflect goals common across many strategies and
2. While the balanced scorecard gives you an overall
industries. The performance drivers, the lead indicators,
view of the four areas for concern in business
are the ones that tend to be unique for a particular
growth and development, these four areas do not
scheme. A good Balanced Scorecard should have an
paint the whole picture. The financial information
appropriate mix of outcomes (lagging indicators) and
included on the scorecard is defined. Instead, to be
performance drivers (leading indicators) that have been
successfully implemented, the balanced scorecard
customized to the business unit’s strategy.
must be part of a larger strategy for company
3. Linkage to Financials: With the production of change
growth that includes accounting methods. Third, a
programs under way in most organizations today, it is
gap may result from misunderstanding of employee
easy to become preoccupied with goals (quality,
participation.
customer satisfaction, innovation, and the like) for their
112
Building and Implementing a Balanced Scorecard Model at Cihan
University Requirements and Steps Academy of Contemporary Research Journal
l
Dr. Nasrat Abdalraheem Madah, Dr.Imad Shihab Ahmad Volume II, Issue III, 2013, 106-117
Khurram Sultan
3.A lot of companies use metrics which is not Chapter 3: Empirical Section
suitable for their own circumstances It is In this part of the research we will attempt to establish a
fundamentally important that when they have to use balanced scorecard for Cihan University based on the
BSC to make the information being followed theoretical section discussed in chapter 2. We will begin
pertinent to your needs .Otherwise there is no by giving an overview of Cihan University. Then, we
benefit to use metrics. will start by establishing the suggested steps for creating
Cihan University's balanced scorecard. After that, we
(www.qualitydigest.com). will handle the essentials needed for effective and
In the end, the following are potential pitfalls that efficient implementation. Furthermore, we will introduce
should be avoided when implementing the Balanced the expected benefits and potential pitfalls of the created
Scorecard: balanced scorecard. Lastly, we will present a proposed
1. Lack of a well-defined strategy: The Balanced form of Cihan University's balanced scorecard based on
Scorecard relies on a clear strategy and an the information gathered.
understanding of the linkages between strategic 3.1 An overview of Cihan University
objectives and the metrics. Without this It has been clear from the previous discussion that the
foundation, the implementation of the Balanced sample of this research represented by the Cihan
Scorecard is unlikely to be successful. University- Erbil. The selection of Cihan University as
2. Using only lagging measures: Many managers the organization studied depended on the following
believe that they will reap the benefits of the points:
Balanced Scorecard by using a wide range of 1. Cihan University is the researchers’ current
non-financial measures. However, care should university.
be taken to identify not only lagging measures 2. The availability and ability to assume the
that describe past performance, but also leading necessary data and information needed for the
measures that can be used to plan for future application part of this inquiry.
performance. Cihan University is a private university, located in Erbil-
3. Use of generic metrics: Usually it is not Iraq. It represents one of the most important Iraqi private
sufficient merely to adopt the metrics academic educational institutions, which was established
employed by other successful firms. Each firm in (2007). Recently Cihan University contains five main
should put forth the effort to identify the steps Colleges, each with various science departments (see
that are appropriate for its own strategy and Table 1).
competitive position (www.netmba.com).
Table (1): Cihan University Colleges and Scientific Departments.
No. Colleges Scientific Departments
College of Law and Law Department
1
Diplomatic Relations
Diplomatic Relations Department
Biology Department
2 College of Sciences
Computer Sciences Department
Business Administration Department
College of
3 Administrative and Accounting Department
Financial Sciences Banking and Financial Sciences
Department
Architecture Engineering Department
4 College of Engineering
Communications Engineering Department
5 College of English English Department
The basic teaching language at Cihan University is word: Cihan University strives to provide a successful
English, giving the students the chance to follow path of high level learning and educational experiences
international developments easily and to act worldwide. through which students can achieve their life dreams.
In order to enable all students to study in English, it Cihan University's mission is to be among the leading
offers, an intensive English language program during the private Iraqi universities and to be internationally
first year of study. Furthermore, it is important since it recognized, its objective is to provide excellence in
focuses on the capacities and skills of graduates and is education, to participate in the advancement of
thus initiating more active contributions by scholars knowledge through research, and to serve its people.
during their studies. Khan University strongly believes that university
The aim of Cihan University is to guarantee specialized education benefits directly from high quality research
education in university subjects which will be essential that will be carried out within the university itself, and
for the job market in Iraq and the region in the future, that new basic knowledge is new intellectual capital.
resulting in the creation of Cihan University's vision Thus, the establishment of centers of excellence in
"Your Gateway to Success". Although it's a generic teaching and research joining forces across the
statement which could be applied to any company in any boundaries of departmental disciplines, colleges and the
market, Cihan University supports this assertion with a university itself is one of its principal strategies.
clear description of what this vision entails. In other
113
Building and Implementing a Balanced Scorecard Model at Cihan
University Requirements and Steps Academy of Contemporary Research Journal
l
Dr. Nasrat Abdalraheem Madah, Dr.Imad Shihab Ahmad Volume II, Issue III, 2013, 106-117
Khurram Sultan
3.2 Suggested Steps for Building Cihan Therefore, we can break down Cihan University's vision
University's Balanced Scorecard into four different views in relation to the four
Steps for establishing a balanced scorecard differ perspectives of the balanced scorecard:
between systems depending on organizational structure, 1. Focusing our business on high quality services for
vision, mission, and target market. Therefore, the which we can establish and sustain financial
following steps summarize our perspective for profitable positions.
constructing a BSC for Cihan University: 2. Being responsive to the demands of customers and
1. Identifying the vision and strategic objectives of intermediaries’.
Cihan University. 3. Being reliable, dependable and trustworthy.
2. Determining the needed strategies and the missions 4. Insuring superior knowledge, expertise and
required to reach the chosen goals. innovation.
3. Constructing a strategic map. The strategic map is a diagram that describes how an
4. Specifying the distinctive activity taken within the organization creates value by linking strategic objectives
four perspectives (financial, customer, internal in cause and effect relationships with each other in the
process, learning and growth). four BSC perspectives (financial, customer, internal
5. Defining measures and performance level. process, learning and growth). Hence, the strategic map
6. Establishing targets and initiatives. is considered the foundation for effective implementation
Now, will discuss the previous steps in more details: of the balanced scorecard.
After identifying Cihan University's vision "Your By connecting the strategic map's measures with one
Gateway to Success", we define its strategic objectives another in one graphical representation, strategic
which are to guarantee specialized education in mapping can greatly assist in describing the strategy and
university subjects which will be essential for the job to communicate the strategy among executives and their
market in Iraq and the region in future and to be among employees. This way alignment can be created around
the leading private Iraqi universities. In addition, the strategy, which makes successful implementation
becoming internationally recognized, providing easier. Figure (8) represents Cihan University's strategic
excellence in education, and to participate in the map and the relations between the measures of the four
advancement of knowledge through research. perspectives
Financial
Improve accounting
Internal process
systems
114
Building and Implementing a Balanced Scorecard Model at Cihan
University Requirements and Steps Academy of Contemporary Research Journal
l
Dr. Nasrat Abdalraheem Madah, Dr.Imad Shihab Ahmad Volume II, Issue III, 2013, 106-117
Khurram Sultan
115
Building and Implementing a Balanced Scorecard Model at Cihan
University Requirements and Steps Academy of Contemporary Research Journal
l
Dr. Nasrat Abdalraheem Madah, Dr.Imad Shihab Ahmad Volume II, Issue III, 2013, 106-117
Khurram Sultan
over ambitious and aim for unrealistic strategies, by comparing the strategic objectives with the
in order to avoid wasting of valuable time and desired targets stated on the scorecard.
money. In other words remain within Cihan 4. One significant benefit is that corporate strategies
University’s capabilities. can be communicated and distributed to everyone
3. The measuring instruments used within the working at Cihan University.
scorecard should be well balanced and well 5. Noticeable improvement in internal processes
synchronized with the university’s objectives. because of the improved information systems, the
4. Keeping Cihan University’s workforce motivated constant monitoring of progress and instant
through a successful program of rewards, detection of mistakes upon accruing.
incentives, deserved promotions, earning what 6. Cihan University’s scorecard will greatly
you deserve policy and creating a safe working participate in creating a motivated and innovative
environment. Instead of being exclusive to top workforce, which represents the core of the
management, these actions will encourage university’s success.
employees to take part and contribute to the Using a balanced scorecard at Cihan University might
planning and execution of the university’s also result in some potential pitfalls:
strategic objectives. 1. Creating a successful scorecard requires a lot of
3.4 The Expected Benefits & Pitfalls of thinking, dedication and expensive time.
Cihan University’s Balanced Scorecard 2. Constructing and building a balanced scorecard
Many leading organizations, corporations and even involves gathering and collecting a vast amount
universities have implemented and used the balanced of data and information that entails the use of a
lot of resources, people and time.
scorecard in some shape or another. Therefore,
3. It does not always fully compensate the financial
implementing such technique at Cihan University will
aspect of conducting an occupation.
may attain and achieve various benefits:
4. Cihan University’s scorecard factors must be
1. Giving a clear view of whether Cihan University
based and formed around the university itself
as an organization is properly achieving its
rather than adopting known successful factors
objectives. Not only financially, but in all aspects
used by other organizations. Otherwise, the
such as employee performance and customer
scorecard would be meaningless and a waste of
satisfaction.
time and money.
2. Through Cihan University’s scorecard the
stakeholders and top management can measure 3.4 Suggested Form of Cihan University's
the short, medium, and long term success. Balanced Scorecard
3. Cihan University can make sure that all Nowadays, we can establish a proposed form of Cihan
implemented actions result into desired outcomes, University's balanced scorecard according to Figure (9):
Strategic
Objective Measures Target Initiative
Priorities
Long term value to
Return on dividends Achieving a high financial Improving university
Shareholder
Financially
Cihan University
status infrastructure
secure
value
shareholders
Sustain profitable Constant increase in share Attracting more
Value of shares.
positions values 10% annually students
Improve customer Delivering the quality
Provide the best value Developing a statistical
perception of the value of education that Cihan
Make customer
Operationa
Operating
excellence
Install required
innovative
Motivated
individual performance
Cihan
development
each individual performance standards
Monitor employee
Maintaining ethics
success levels
Figure (9): Cihan University’s Proposed Balanced Scorecard. Source: Created by researcher.
116
Building and Implementing a Balanced Scorecard Model at Cihan
University Requirements and Steps Academy of Contemporary Research Journal
l
Dr. Nasrat Abdalraheem Madah, Dr.Imad Shihab Ahmad Volume II, Issue III, 2013, 106-117
Khurram Sultan
117