Planning and Measuring Performance

Planning and Measuring Performance
Michael Benitez
November 01, 2014
diane Hunt-Wagner

Planning and Measuring Performance
The balanced scorecard is defined as “a tool an organization can use to measure its performance” (Balanced Scorecard Module, 2013). According to the University of Phoenix website the balanced scorecard do not just focus on financial measures “it takes segments of the organization into account” (Balanced Scorecard Module, 2013). The balance scorecard creates a “more holistic view of the organization's performance without focusing too heavily on any one set of controls” (Balanced Scorecard Module, 2013). The balanced scorecard usually composed of the four aspects of company performance that may consist of: financial, customer, internal processes, and people/innovation/growth assets. When viewing a balanced scorecard, a manager can set goals for these four areas and may act as a guide to measure against the organization process (Balanced Scorecard Module, 2013). This paper will consist of a balance scorecard for Spinner Pet Sitters which also may consist of the recommendation to reduce gaps on the four aspects of the company’s performance.
Balanced Scorecard

“The balanced scorecard shown below is for Spinner Pet Sitters, a small pet sitting service run by Shelly, a student at the local state university to make extra income. While the service is small, Shelly has four other pet sitters who work for her; these sitters can be considered Shelly's contract employees, as she employs their services as needed on a part-time basis. Spinner Pet Sitters pet sitting services include coming to the customer's house between one and three times a day, walking the animals, feeding the pets, playing with them, cleaning up any waste, and bringing in the home's mail and newspaper” Balanced Scorecard Module (2013).
Aspect of Company Performance | Factors to be Considered | Organizational Goal | Actual Performance | Gaps |
Financial | Quarterly...