Performance barometers that depict the performance of certain food and agriculture-related activities has been developed and implemented wherein relevant indicators are selected and weighted according to their importance. The current paper hypothesized the applicability and suitability of the performance barometers to a small scale veterinary practise as a model for a business enterprise. Performance indicators were developed, and results were assigned retrospectively from the business data base. Weights were assigned to the developed indicators and a business barometer was developed using the relevant methodologies. The findings of the paper strongly support the hypothesis that a performance barometer could easily and successfully be used to portray the results of any business following the prioritization and weighting methodology of the key performance indicators. A business barometer is a facet that easily and clearly illustrates the attributes of increase and/or decrease of the performance of an enterprise without the need of referral to other documents
Due to the importance of managing organizational performance in directing organization towards achieving its goals, a lot of measuring tools were developed to measure organizational performance. One of the most important measuring tools is Balanced Scorecard (BSC) that balanced between measuring the performance from financial and non-financial aspects of organizations. Although the BSC has been applied widely in many organizations, its implementation was limited to a few studies in the public educational sector. Also, most of BSC implementation was manual or through spreadsheet applications like Microsoft Excel, which made the process of tracking the performance challenging and unorganized. Therefore, the purpose of this work is using technology to solve a major managerial issue by automating the BSC in a full-scale system that enables the user to track, monitor and evaluate the performance continuously, to ensure that organization is moving in the right direction to achieve its goals. The system applied in government higher education institutions, and specifically in King Abdulaziz University (KAU).
Overview of Management Accounting Techniques (Published)
In every organization, management must plan, organize, guide, motivate, evaluate and control. The main role of management accounting is to support managers inside the organization in forecasting as well as monitoring the present and past performance, measures and reports financial and non-financial information as well as other types of information on the monthly basis or more frequent depending on organization in the relevance for specific management decisions and control system, that are intended primarily to assist managers in fulfilling the goals of the organization. In this paper, the researcher aims to review some of the modern management accounting techniques, their definitions, process, advantages, and benefits.
Resource Inimitability: The Strategic Resource Characteristic for Sustainable Competitiveness in Universities (Published)
This paper analyses the effect of resource inimitability on sustainable competitiveness of universities. The analysis is embedded on the Resource Based View model (RBV and the balanced scorecard model of performance). According to RBV of strategic Management, competitive advantage is closely related to companies’ internal characteristics (value, rarity, inimitability and non-substitutability). The constructs of sustainable competitiveness were derived from the balanced scorecard (Financial; Teaching/Learning; Service/outreach; Scholarship/ Research and Workplace satisfaction). Although RBV is considered one of the most influential theories of strategic management, this paper unveils the empirical evidence of resource rarity on sustainable competitiveness in the service industry (universities). A sample of 262 was selected from 2 universities in Kenya (one private and one public). Using the regression analysis, findings revealed that the public university was superior in resource inimitability than the private university and also that resource inimitability contributes to sustainable competitiveness in universities.
Customer Analysis within Balanced Scorecard (Published)
The paper considers theoretical aspects of the applied strategic customer analysis based on the on the balanced scorecard customer element developed by the author to be applied in the research process of the strategic organization distribution activity aspects and its sales management. The methodology of the research is the Balanced Scorecard concept (BSC) as well as the author’s applied strategic analysis concept. The applied strategic customer analysis is assumed to encompass comparative assessment, variances diagnostics and indicators forecast of the BSC customer element within the strategic customer goals. The author draws a conclusion that the applied strategic customer analysis is a new and sufficiently effective instrument to research strategic aspects of the organization distribution activity and to form an analytical support of the strategic sales management in the present-day environment.
The Impact of Balanced Scorecard (BSC) On the Financial Performance of Shareholding Industrial Companies in Jordan (Published)
This study aimed at determining the extent of the impact of applying the balanced scorecard, in the industrial Jordanian companies, on their financial performance. The study adopted the analytical-descriptive approach. To achieve the study’s goals the researcher designed a questionnaire as a tool for data collection. The population of the study consisted of 75 industrial companies where as the selected sample consisted of (33) companies. The study concluded that these companies didn’t adopt the balanced scorecard, besides there was a correlation between applying the balanced scorecard and the financial performance of these companies. The study recommends that top managements of these companies should make efforts to apply the balanced scorecard in their business.
The article considers theoretical aspects of the applied strategic financial analysis based on the financial element of the balanced scorecard to be applied in the research process of the strategic organization financial activity aspects. The methodology of the research is the Balanced Scorecard concept (BSC) introduced by R. Kaplan and D. Norton as well as the concept of the applied strategic analysis concept having been developed by the author, and the methodological approach to the target forecast of the organization financial flows resulting from the results of its financial position analysis. The applied strategic financial analysis is depicted to encompass comparative assessment, variances diagnostics and indicators forecast of the financial BSC element within the strategic financial goals. The author draws a conclusion that the applied strategic financial analysis is a sufficiently effective instrument to research strategic aspects of the organization financial activity and to form an analytical support for its strategic financial management.