Yönetim Muhasebesinin Performans Yönetimi Fonksiyonunda Geldiği Son Nokta: Balanced Scorecard (Ölçüm Kartı Tekniği)
Öz
Rekabetçi ortamda faaliyette bulunan işletmeler, ayakta kalabilmenin yollarını bulmalıdırlar. İşletmenin içinde bulunduğu ortamın seçilen ve uygulanan kontrol ve iletişim sistemi üzerinde önemli bir etkisi vardır. Yönetim muhasebesi, faaliyetlerde ve faaliyet sonuçlarının ölçülmesi ve ayrıca ödüllerin belirlenmesinde önemli bir rol oynar. Finansal tabanlı bir performans yönetim sistemi işletmeler için yol gösterici olmayacaktır. Sürekli gelişme için, işletmelere uygun misyon ve stratejinin belirlenmesi ve bu misyon ve stratejileri uygulamak için işletmenin amaçlarını, performans ölçülerini ve zorunlu önceliklerini dikkatli bir şekilde belirlemesi için bu formal yol gösterici sisteme, yöneticiler ihtiyaç duymaktadır. Bu sistem, ölçüm kartı tekniğidir. Ölçüm kartı, işletmenin strateji ve misyonunu dört farklı boyutta operasyonel amaç ve ölçülere aktarmaktadır. Bunlar:"finansal", "müşteri", "içsel süreç" ve "öğrenme ve gelişme" boyutlarıdır. Ölçüm kartı tekniği, kritik performans ölçülerini bünyesinde toplayan bir teknik değildir. Performans ölçüleri işletmenin vizyon, strateji ve amaçlarından elde edilmektedir. Özellikle performans ölçüleri işletmenin stratejisi ile bağlantılı olmalıdır.
Anahtar Kelimeler
Performans ölçümü Performans yönetim sistemi ve ölçüm kartı tekniği
Kaynakça
- BEISCHEL, Mark E. ve SMITH, Richard K., (1991), “Linking the Shop Floor To The Top Floor”, Management Accounting, October.
- BERLINER, Callie ve BRIMSON, James A., (1988), “Cost management for Today’s Advanced Manufacturing:CAM-I Conceptual Design”, CAM-I, U.S.A.
- BLOCHER, Edward, CHEN, Kung H. ve LIN, W.Thomas, (2001), “Cost Managemnet:A Strategic Emphasis”, McGraw-Hill.
- BLOCHER, Edward, CHEN, Kung, COKINS, Gary ve LIN, Thomas, (2005), “Cost Manage-ment:A Strategic Emphasis”, 3/e, McGraw- Hill.
- CHOE, Chee W., HADDAD, Kamal H. ve WILSON, James E., (1997), “Appling the Balanced Scorecard to Small Companies”, Management Accounting, August.
- CONSTANTINIDES, Kim ve SHANK, John K., (1994), “Matching Accounting to Strategy: One Mill’s Experience”, Management Accounting, September.
- EPSTEIN, Marc J. ve MANZONI, Jean-François, (1997), “Translating Strategy Into Action”, Management Accounting, August.
- FRIGO, Mark L., (2002), “Strategy and Balanced Scorecard”, Strategic Finance, November, .
- GLAD, Ernest ve BECKER, Hugh, (1995), “Activity–Based Costing And Management”, John-Willey& Sons, U.S.A.
- HORNSBY, Donavan D. ve BAXENDALE, Sidney, (2001), “Building A Balanced Scorecard For Enterpreneurs”, Journal of Cost Management, November/ December.
- HOWELL, Robert A., BROWN, James D., S.R.SOURCY ve A.H.SEED, (1987), “Management Accounting In the Manufacturing Environment Current Cost Management Practice In Automated Manufacturing Environments”, National Assocation of Accountants,
- KAPLAN, Robert S. ve NORTON, David P., (1992), “The Balanced Scorecard–Measures That Drive Performance”Harvard Business Review, January-February.
- KAPLAN, Robert S. ve NORTON, David P, (1993), “Putting the Balanced Scorecard to Work”, Harvard Business Review, September-October.
- KAPLAN, Robert S. ve NORTON, David P., (1996a), “The Balanced Scorecard: Translating Strategy Into Action”, Harvard Business School Press, U.S.A.
- KAPLAN, Robert S. ve NORTON, David P., (1996b), “Linking the Balanced Scorecard to Strategy”, California Management Review, Sayı 39, No1, Fall.
- KAPLAN, Robert S. ve NORTON, David P., (1996c), “Using the Balanced Scorecard as a Strategic Management System”, Harvard Business Review , January-February.
- KEEGAN, Danel P., EILER, Robert G. ve JONES, Charles R., (1989), “Are Your Performance Measures Absolote?”, Management Accounting, June.
- McCUNN, Paul, (1998), “The Balanced Scorecard, the Eleventh Commandment”, Management Accounting, December.
- McNAIR, C.J., LYNCH, Richard L. ve CROSS, Kelvin F., (1990), “Do Financial and Nonfinancial Performance Measure Have to Agree?”Management Accounting, November.
- SANTORI, Peter R. ve ANDERSON, Alan D., (1987), “Manufacturing Performance in the 1990s: Measuring for Excellence”, Journal of Accountancy, November.
- SILK, Scott, (1998), “Automating the Balanced Scorecard”, Management Accounting, May
- SIM, Khim L. ve KOH, Hian C., (2001), “Balanced Scorecard:A Rising Trend In Strategic Performance Measurement”, Measuring Business Excellence.
- SMITH, Malcolm, (1995), “New Tools for Management Accounting Putting Activity Based Costing and Non-Financial Indicators to Work”, Pitman Publishing, U.K.
- TATIKONDA, Lakshmi U. ve TATIKONDA, Rao J., (1998), “We Need Dynamic Performance Measures”, Management Accounting, September.
- WAAL, Andre A De, (2003), “The Future of The Balanced Scorecard:An Interview with Professor Dr. Robert S.KAPLAN”, Measuring Business Excellence, Vol, 7, No.1.
- WARD, Keith, (1992), “Strategic Management Accounting”,
- Butterworth-Heinemann,
Öz
Organizations that operate in competitive, dynamic and rapidly changing environment must find ways to survival. The type of environment in which the firms operate can have a significant effect on the type of control and communication system chosen and implemented. To find ways to improve performance, firms operating in this kind environment are forced to reevaluate how they do things. The management accounting plays a key role in measuring actions and outcomes and in defining the reward to be received by individuals. A financial orientated performance measurement system will not be a guidance for the firms. A formal guidance system for continuous improvement meant that managers of an organization needeed to carefully specify a mission and strategy for their organization and identify the objectives, performance measures and initiatives necessary to accompolish this overall mission and strategy. This guidance system is balanced scorecard. Balanced scorecard, translates the mission and strategy of an organization in to operational objectives and measures for four different perspectives:"financial", "customer", "internal business process" and "innovation and learning". Balanced scorecard is not a collection of critical performance measures. The performance measures are derived from firm's vision, strategy and objectives. Especially, performance measures must be linked to firm's strategy.
Anahtar Kelimeler
Performance measurement Performance management system and balanced scorecard
Kaynakça
- BEISCHEL, Mark E. ve SMITH, Richard K., (1991), “Linking the Shop Floor To The Top Floor”, Management Accounting, October.
- BERLINER, Callie ve BRIMSON, James A., (1988), “Cost management for Today’s Advanced Manufacturing:CAM-I Conceptual Design”, CAM-I, U.S.A.
- BLOCHER, Edward, CHEN, Kung H. ve LIN, W.Thomas, (2001), “Cost Managemnet:A Strategic Emphasis”, McGraw-Hill.
- BLOCHER, Edward, CHEN, Kung, COKINS, Gary ve LIN, Thomas, (2005), “Cost Manage-ment:A Strategic Emphasis”, 3/e, McGraw- Hill.
- CHOE, Chee W., HADDAD, Kamal H. ve WILSON, James E., (1997), “Appling the Balanced Scorecard to Small Companies”, Management Accounting, August.
- CONSTANTINIDES, Kim ve SHANK, John K., (1994), “Matching Accounting to Strategy: One Mill’s Experience”, Management Accounting, September.
- EPSTEIN, Marc J. ve MANZONI, Jean-François, (1997), “Translating Strategy Into Action”, Management Accounting, August.
- FRIGO, Mark L., (2002), “Strategy and Balanced Scorecard”, Strategic Finance, November, .
- GLAD, Ernest ve BECKER, Hugh, (1995), “Activity–Based Costing And Management”, John-Willey& Sons, U.S.A.
- HORNSBY, Donavan D. ve BAXENDALE, Sidney, (2001), “Building A Balanced Scorecard For Enterpreneurs”, Journal of Cost Management, November/ December.
- HOWELL, Robert A., BROWN, James D., S.R.SOURCY ve A.H.SEED, (1987), “Management Accounting In the Manufacturing Environment Current Cost Management Practice In Automated Manufacturing Environments”, National Assocation of Accountants,
- KAPLAN, Robert S. ve NORTON, David P., (1992), “The Balanced Scorecard–Measures That Drive Performance”Harvard Business Review, January-February.
- KAPLAN, Robert S. ve NORTON, David P, (1993), “Putting the Balanced Scorecard to Work”, Harvard Business Review, September-October.
- KAPLAN, Robert S. ve NORTON, David P., (1996a), “The Balanced Scorecard: Translating Strategy Into Action”, Harvard Business School Press, U.S.A.
- KAPLAN, Robert S. ve NORTON, David P., (1996b), “Linking the Balanced Scorecard to Strategy”, California Management Review, Sayı 39, No1, Fall.
- KAPLAN, Robert S. ve NORTON, David P., (1996c), “Using the Balanced Scorecard as a Strategic Management System”, Harvard Business Review , January-February.
- KEEGAN, Danel P., EILER, Robert G. ve JONES, Charles R., (1989), “Are Your Performance Measures Absolote?”, Management Accounting, June.
- McCUNN, Paul, (1998), “The Balanced Scorecard, the Eleventh Commandment”, Management Accounting, December.
- McNAIR, C.J., LYNCH, Richard L. ve CROSS, Kelvin F., (1990), “Do Financial and Nonfinancial Performance Measure Have to Agree?”Management Accounting, November.
- SANTORI, Peter R. ve ANDERSON, Alan D., (1987), “Manufacturing Performance in the 1990s: Measuring for Excellence”, Journal of Accountancy, November.
- SILK, Scott, (1998), “Automating the Balanced Scorecard”, Management Accounting, May
- SIM, Khim L. ve KOH, Hian C., (2001), “Balanced Scorecard:A Rising Trend In Strategic Performance Measurement”, Measuring Business Excellence.
- SMITH, Malcolm, (1995), “New Tools for Management Accounting Putting Activity Based Costing and Non-Financial Indicators to Work”, Pitman Publishing, U.K.
- TATIKONDA, Lakshmi U. ve TATIKONDA, Rao J., (1998), “We Need Dynamic Performance Measures”, Management Accounting, September.
- WAAL, Andre A De, (2003), “The Future of The Balanced Scorecard:An Interview with Professor Dr. Robert S.KAPLAN”, Measuring Business Excellence, Vol, 7, No.1.
- WARD, Keith, (1992), “Strategic Management Accounting”,
- Butterworth-Heinemann,
Ayrıntılar
| Diğer ID | JA24KP57EJ |
|---|---|
| Bölüm | Makaleler |
| Yazarlar | |
| Yayımlanma Tarihi | 1 Mart 2005 |
| Yayımlandığı Sayı | Yıl 2005 Cilt: 7 Sayı: 1 |