*****************Use attachments in files and references below to complete this assignment*****************For Module 2, consider your organization’s mission and strategy from the perspective of its potential, prospective, and present customers. In this section of the assignment youâ€™ll begin to identify objectives and measures relevant to that perspective. Refer back to this presentation on objectives if you need to. SLP Assignment ExpectationsOnce youâ€™re reasonably clear on whatâ€™s involved, think about your organization and its customers/clients/users/service recipients/whatever-you-wish-to-call-them, and then:â€¢ Identify at least three objectives for the organization’s customer service perspective and show how they relate to the mission, vision and strategy of the organization.â€¢ For each objective, develop at least one meaningful performance measure (metric).â€¢ For each objective, identify at least one expected level of performance (target).â€¢ For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization’s strategy (initiative).â€¢ Comment briefly on the relationships of the customer service objectives that you’ve identified here to the financial objectives that you identified in the Module 1 SLP assignment. How do they help to fulfill those objectives? If they don’t (and they don’t have to), what makes them more important than objectives that would relate to finances?â€¢ Finally, do you wish to make any changes to your Module 1 objective write-up in light of your Module 2 experience? Hereâ€™s a table that you may wish to copy and fill in (the boxes are expandable – take all the space you need to be complete in your descriptions. No more than 2-3 pages should be necessary.) Objective Measure Target Action Relationships to other objectives Revisions (if any) to Module 1 ObjectivesObjective/Module Measure Target Action â€ƒReferences:Basu, R., Little, C., & Millard, C. (2009). Case study: A fresh approach of the balanced scorecard in the Heathrow Terminal 5 project. Measuring Business Excellence. 13(4). 22-33. Financial perspective (n.d.). EPM Review. Retrieved from http://www.epmreview.com/resources/articles/item/84-financial-perspective.html MacKay, A. (2004). A practitionerâ€™s guide to the balanced scorecard: A practitionersâ€™ report based on: â€˜Shareholder and stakeholder approaches to strategic performance measurement using the balanced scorecardâ€™. Chartered Institute of Management Accountants. Chapters 1-3. Retrieved from http://www.cimaglobal.com/Documents/Thought_leadership_docs/tech_resrep_a_practitioners_guide_to_the_balanced_scorecard_2005.pdf Murby, L., & Gould, S. (2005). Effective performance management with the balanced scorecard: Technical report. Chartered Institute of Management Accountants. Chapter 4. Retrieved from http://www.cimaglobal.com/Documents/ImportedDocuments/Tech_rept_Effective_Performance_Mgt_with_Balanced_Scd_July_2005.pdf The new imperative â€“ Managing dual value propositions (n.d.). EPM Review. Retrieved from http://www.epmreview.com/resources/articles/item/102-the-new-imperative-managing-dual-value-propositions.html
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