SYLLABUS OF THE COURSE
Course name
Balanced Scorecard
Faculty
Management
Level of education: Bachelor’s, Specialist’s, Master’s, Postgraduate
Master’s
ECTS credits
3
Аuthor
As. Prof Boguslavskaya S.B.
Instructors
As. Prof Boguslavskaya S.B.
Program outline
1. Prerequisites
The discipline “Balanced Scorecard” (“BSC”) is a study program for Master
students, which is based on the knowledge gained by students, from the following courses:
“Management Accounting”, “Investment Analysis”, “Financial Management”, “Corporate
Finance” and “Budgeting”.
2. Goals, benefits, Learning outcomes
The syllabus for the “Balanced Scorecard” is prepared in accordance with the
requirements of a discipline of choice to the level of graduate training of higher education
state educational standards.
The uniqueness of the course is to examine one of the modern financial management
systems from an enterprise, in connection with other systems. This corresponds to the
fundamental components of the course, that can be summarized as: the formation of a
financial management model based on a system covering all aspects of the company
activities and focusing on teaching methodology for planning and training (using special
software).
In accordance with the stated purpose of the course, focus on the following learning
objectives:
- To know the essence of the economic, organizational and social changes that occur
in domestic companies with a shift of emphasis from production to marketing principles of
planning and management;
- Be able to build a model of financial management, based on a system covering all
aspects of the activities of a modern company with the release levels and planning horizon
(e.g. using KPI);
- Explore the possibilities of software for creating and using the BSC;
- Gain knowledge and skills in order to make management decisions in this area.
- Know and be able to use special terminology of financial strategic management.
3. Distribution of hours
Theme Class hours Self
lectures study
1. Strategic management 4 10
2. Company and market analysis. BSC
7 14
components
3. Targets and indicators. Financial aims 7 14
4. Customers and market 7 14
5. Business processes 8 12
6. Staff and working conditions 8 14
7. Indicators, aims and possibilities balance 7 12
8. Strategy map and monitoring 8 14
9. Motivation and responsibility 8 12
Total 64 116
4. Course content
Topic 1. Strategic management
The concept of strategic management. Kinds of strategies. Define goals and market
positioning. Managerial Accounting. Budgeting. Total Quality Management. Financial
and nonfinancial performance measures - the development over times. Alternative
models.
Topic 2. Company and market analysis. BSC components
Analysis of the financial condition of the company. Market research, market
counterparties or competitors; the external environment. SWOT-analysis. Determining
strategic objectives. Description of business processes. Four components (projections)
BSC: finance, customers, business processes, employees, and research.
Topic 3. Targets and indicators. Financial aims.
Types of fixed targets, and their dependence on the stage of the company, its
activity. Financial performance, as the main outcome criteria. Selection and justification
of performance in accordance to the objectives. Defining standards for levels of indicators
and their frequency count and adjustments.
Topic 4. Customers and market
Customer focus as the primary method to achieve results. Selection of the
development and support and non-financial indicators is the “customers” in accordance
to the objectives. Defining standards for levels of indicators and their frequency count
and adjustments.
Topic 5. Business processes
Business processes - the key actions from the initial to the final stages. The
organizational structure of the enterprise. Projection “business unit”. Selection and
justification of indicators is “business processes” in accordance to the objectives.
Defining standards for levels of indicators and their frequency count and adjustments.
Topic 6. Staff and working conditions
Personnel of the company, its qualitative composition. Motivation and satisfaction
of employees. Communication in an organization. Selection and justification of
performance component of the “workers and research” in accordance to the objectives.
Defining standards for levels of indicators and their frequency count and adjustments.
Topic 7. Indicators, aims and possibilities balance
The relationship of indicators within the components and criteria in the overall
system (between the projections). Interaction totals and current rates. Checking the
reachability of standards. Adjusting timing advances and standards, taking into account
the relationship indicators.
Topic 8. Strategy map and monitoring
Strategy maps as a way of monitoring the activities and achievement of interim and
final criteria. Mapping and sharing of information. The allocation of responsibility for
performance between departments and specific employees.
Topic 9. Motivation and responsibility
Work with staff to explain the goals and objectives of the BSC. Allocation of
responsibility for specific tasks, motivation to achieve goals. Stimulation. Defining
successful performance of each employee.
5. Assessment
Type of testing Form of testing Parameters
Current Review Describing aims and indicators to create
a BSC model for any company
Final Offset Project defense and questions
6. The reading materials
1. Norton D., Kaplan R.The Balanced Scorecard: translating strategy into action.-
Harvard Business Press, 1996.
2. Norton D., Kaplan R.The Strategy-Focused Organization. - Harvard Business School
Press, 2000.
3. Hubert K. Rampersad Universal System Performance: How to achieve results while
maintaining integrity, Wiley Publisher, 2005
Contact person
Boguslavskaya Svetlana (Borisovna)
sboguslavskaya@yandex.ru
