Application of bsc to south african coal mining industry
This paper has been prepared in form of a questionnaire using Likert-scale questionnaire format. The format used here is typically of five-level items. Respondents are required to choose only one item by putting a tick where necessary or where deems appropriate in each particular question. The items of selection rates from: (1) strongly disagree, ((2) disagree, (3) neither agree nor disagree, (4) agree, and (5) strongly agree.
v Do you think that strategic planning on capital and operating budgets, measuring and rewarding employee performance together with reporting the progress of an organization to the interested parties will help an organization to effectively align and control their operation?
v Do you support a statement by Oosthuizen (2005), that strategic management is primarily depended on organizations capability to maintain its superior performance?
v Would you say that the formulation of an organizations strategies lie upon the capability of an organization to create various strategic inputs
v Do you think that the growth in technology and globalization has lead to the creation of various chain deconstructions which consequently led to change in terms of organizational norms and industry boundaries?
v Do you think that the impact of technology in modern world has in way contributed to rejection of various traditional knowledge and put more emphasis on holism and perspective observation?
v Do you support the statement that economic typology is the most important factor to consider during strategic management due to its independence in terms of entrepreneurial and transactional innovation driven factors as stated by Covin (1991)?
v Do you think that the transactional thinking can be affected by weak infrastructure and unattractive labor costs?
v Do you believe that BSC is an operational measure tool and whenever used by an organization helps to achieve long term goals as claimed by Kaplan and Norton (1996)?
v Do you think that if financial data is incorporated with data base available by automation can add any value on top of timely and accurate funding as a key business requirement as stipulated in BSC methodology?
v Do you think that by offering relatively low prices which are more convenient to consumers can help a company attain a strong value of customers?
v Do you believe that consumer focus in an organization is a key element in portraying a health functioning of an organization?
v Do you believe in the definition process perspective as an internal factor which helps in an organization strategic planning as given by BSC?
v Do you think that by involving the top management officers in an organizational reviewing process of the BSC can help to fully eradicate the challenges facing that organization?
v Do you believe that every organization has particulate unique characteristics which force it to formulate a particulate BSC?
v Would you say that most failures encountered by chief executive officers (CEO) in their activity implementation are due to poor execution of their duties?
v Do you think that by introducing cascade system in an organization whereby every employee demonstrates his/her contribution to achievement of an organization objectives helps to overcome problems related to people barrier in an organization?
v Do you think that when an organization rewards the employees on basis of long term achievements, employees will increase their efforts and focus towards achieving the set goals?
v Do you think that when an organization is implementing BCS on the basis of resource barrier needs to put more funds on its commitment as at pool to make functional operations in their organization?
v Do you agree that the management barriers is brought about by the top executive spending much of its time analyzing financial results and looking for means of controlling the remedy?
v Do you believe that the behavior of top management necessitates the level of commitment of the rest of the employees in grass roots?
v Do you think that the performance appraisal is one of the most important aspects in an organizations management?
v Would you say that if managers in company understand the goals and objectives and get involved in attaining the integral goals, will help the changes in a company at a fast rate than it would be if they had not understood these goals?
v Would you tell that intangible assets in a particular organization can be used as competitive tool if they are well understood and initiated in an organization?
v Do you think, if human resource training and information technology are well integrated can lead to full potential of a company in the international market?
v Do you think that by optimizing asset utilization during the time of processing can help minimize operation costs as proposed by DuPont corporate strategy?
v Do you believe that human capital, information capital and organization capital are the most determining factors for strategic readiness?
v Do you think that identification of strategic job families and employee disposition in terms of skills, talents and knowledge in performing activities in an organization can judge an employee’s capability of performing a critical internal process on the strategy map?
v Do you believe that strategic job families can provide strategic success for an organization if identified?
v Do you believe that the critism given by Meyer (2002) about scorecard on consumption of time and lack of guidance on how to combine measures in an organization among others is true?
v Do you think that combining dissimilar measures with performance appraisal will demotivate the employees and lower their participation?
v Do you think South Africa can achieve its objectives of encouraging labor mobility between countries by controlling her mining sector and promotion of trade unions?
v Do you believe that the coal supply of the export industry produced by mega mines in South Africa will be exhausted by 2020 as claimed by bishop (2007)?
v Do you think by creating 10 more mega mines in South Africa will help to meet the demand of 80 million mt (mega tonnes) per year and maintain 240 million mt per year of saleable coal?
v Do you think if South Africa applies BSC format in mega mines it will ease the problem of decrease in mine production?
v Do you think the claim made about South Africa about unsuccessful adoption of Balanced Score Card within their organizations is true?
v Do you believe that by opening mining industries in the international industries increased market opportunities for mining houses to get quotes from London stock exchange and solicit funds internationally?
v Do you believe the figure released by South Africa on the mining outcomes is true?
v Is true that fro a successful company it has to use the organizational capital readiness attributes of culture, leadership, alignment and teamwork for success as stipulated by Kaplan and Norton (2004)?
Arnold G., 2000, “The New South Africa”. Basingstoke, England: Macmillan
Bassioni, H.A., Price, A.D.F., and Hassan T.M., “Performance Measurement in
Construction”, Journal of Management in Engineering, pp. 42-50.
Bishop C., 2007, “African coal guru urges South African industry to ‘hurry up and grow’
Chris Bishop, Johannesburg”. Platt’s International Coal Report, Iss. 831; pg. 6
Chang J.C., and King W.R., 2005. Measuring the Performance of Information Systems:
A Functional Scorecard, Journal of Management Information 5, Vol. 22, No. 1, pp. 85-115.
Garg A.K., Joubert R.J.O. and Pellissier R., 2005, Information systems environmental
Alignment and business performance: A case study”, S.Afr.J.Bus.Manage, Vol 3,
No.6, Iss 4, pp. 33-53
Hepworth P., 1998, “Weighing it up – a literature review for the balanced
Scorecard”, Journal of Management Development, Vol. 17 No. 8,pp. 559-563.
Hoque Z. and James, W., 2000, “Linking Balanced Scorecard Measures to Size and
Market Factors: Impact on Organizational Performance”, Journal of Management Accounting Research, Vol 12, pp. 1-23
Kaplan R.S. and Norton D.P., 2006, “Alignment: Using the Balanced Scorecard to
Create Corporate Synergies, Australian Journal of Management, pp. 367-369.
Kaplan S. and Norton D., 2006, “How to Implement a New Strategy without Disrupting
Your Organization”, Harvard Business Review, pp.100-109.
Kaplan R. and Norton D., 2004, “Measuring the Strategic Readiness of Intangible
Assets”, Harvard Business Review, Vol 82, Iss 2, pp. p52-63.
No related essays.