Evaluating the Organizational development in ODL by BSC Model

Evaluating the Organizational development in

ODLShahram Honarmayeh

The 23rd AAOU Annual Conference

Presented by: Shahram Honarmayeh, The 23rd AAOU Annual Conference ,Nov 2009

Contents

1. What is the core structure of an ODL system?

2. What is an Organization?

3. Organizational Structure

4. The Balanced Scorecard

5. Stakeholders and the Enterprise

6. Managing Performance with Balanced Scorecard

7. Corporate and Division Scorecard

8. Key performance indicators

9. What is the concept of Performance?


Open Distance Learning open learning (learning with no or minimum barriers with respect to age, gender or

time constraints and with recognition of prior learning),

distance education (for learners who are separated mostly by time and space from those who are teaching or training),

flexible learning (learning opportunities that can be accessed at any place and time),

online learning and e-learning, virtual education (involving multimedia and a high level of interaction among learners, content, teacher, peers and administration, both synchronously and asynchronously).

What is the ODL?


What is an Organization?

An organization is a social arrangement which:

• pursues collective goals • controls its own performance• has a boundary separating it from its

environment


Organizational Structure

An organizational structure is a mainly hierarchical concept of subordination of entities that collaborate and contribute to serve one common aim.


ODL Organization’s simple Structure

Technological Structure

Managerial Structure

Educational Structure


Student Services

Content Development

Legislation Information

& Technology

Marketing

Communication

ODL Institution

ODL Organizational Model


Key Model

The Balanced Scorecard

Balanced Scorecard is a management tool that provides stakeholders with a comprehensive measure of how the organization is progressing towards the achievement of its strategic goals.


The Balanced Scorecard History

•created by Art Schneiderman in 1987 •Published by Harvard professor Dr. Robert S.

Kaplan In 1992


3

1

2

Contributions

Contributions

Inducements

Inducements

Stakeholders and the Enterprise


• Balances financial and non-financial measures

• Balances short and long-term measures

• Balances performance drivers (leading indicators)

with outcome measures (lagging indicators)

• Leads to strategic focus and organizational

alignment.

Managing Performance with Balanced Scorecard


Four Perspectives in Balanced Scorecard

If we succeed, how will we look to our shareholders?

Financial Perspective

To achieve our vision, how must we look to our customers?

Customer Perspective

To satisfy our customers, which processes must we excel at?

Internal Perspective

To achieve our vision, how must our organization learn and improve?

Learning & Growth Perspective

The Strategy


Internal Business Perspective







If we succeed, how will we look to our shareholders?









Financial

Customer

Internal Process

Learning & Growth

Corporate Finance

Corporate Marketing

Production

Supply Chain

R & D

Corporate HR

Info Technology

Corporate and Division Scorecard


Key performance indicators

Key Performance Indicators (KPI) are financial and non-financial measures or metrics used to help an organization define and evaluate how successful it is, typically in terms of making progress towards its long-term organizational goals


Objectives Measures Targets Initiatives

Financial

Customer

Process

Learning

Objectives, Measures, Targets, and Initiatives


Strategy and Balanced Scorecard

Mission Why We Exist

VisionWhat We Want to Be

Values What’s Important to Us

Why We Exist?

What We Want to Be?

What’s Important to Us ?






Strategy Our Game Plan







Strategy Map Translate the Strategy

Balanced Scorecard

Measure and Focus







Strategy Map Translate the Strategy

Balanced Scorecard

Measure and Focus

Strategic Outcomes

Satisfied Shareholders

Delighted Customers

Excellent Processes

Motivated Workforce


Strategy Map Framework

Cost Efficiency

Long-term Shareholder Value

Revenue Growth

Price Availability BrandServiceQuality

Operations Management

Processes

Human Capital

CustomerManagement

Processes

Innovation Processes

Regulatory and Social Processes

Organization Capital Information Capital

Financial

Customer

Internal Process

Learning & Growth


Balanced Scorecard strategy map Templates

1. Human Resource2. Information Technology3. Finance4. Marketing


Strategy Map Template

Improve Cost Efficiency

Enhance Long-term Shareholder Value

Increase Revenue Growth

Enhance Brand Image

Build High Performance Products

Achieve Operational Excellence

Develop Strategic Competencies

Drive Demand through Customer

Relation Management

Manage Dramatic Growth through

Innovation

Implement GoodEnvironmental

Policy

Build Learning Culture

Expand Capabilities with Technology

Financial

Customer

Internal Process

Learning & Growth

Expand Market Share


HR Strategy Map Template

Optimize HR Efficiency

Drive Long termShareholder Value

Enhance People & Organizational Effectiveness

Achieve HR Process

Excellence

Develop Strategic & Functional HR Competencies

Build Strategic Employee

Competencies

Drive Organizational

Performance

Enhance Technology for HR

Create Climate for HR Action

Financial

Customer

HR Internal Process

Learning & Growth

Create Positive Work Environment

Provide Quality HR Service

Provide High Performance People


IT Strategy Map Template

Optimize IT Efficiency


Enhance IT Impact on Enterprise Outcome

Maintain a Reliable IT

Infrastructure

Develop Strategic & Functional IT Competencies

Develop Effective Decision

Support System

Propose and Deliver Transformational

Applications

Enhance IT Tools that Enhance the IT Function

Promote Customer-focused Culture

Financial

Customer

IT Internal Process

Learning & Growth

Deliver Consistent, High Quality IT Service

Provide Business Units with Innovative IT Solutions


Finance Strategy Map Template

Optimize Financial Efficiency


Enhance Finance Effectiveness onEnterprise Outcome

Achieve FinanceProcess

Excellence

Develop Strategic & Functional Finance

Competencies

Develop Financial Information to

Improve Decision Making

Ensure Compliance with Regulatory Requirements

Use Technology to Improve Financial Information

Delivery

Financial

Customer

Finance Internal Process

Learning & Growth

Deliver Responsive & Efficient Finance Operations

Provide Clear & Reliable Required Disclosure

Promote Customer-focused Culture


Marketing Strategy Map Template

Optimize Marketing Efficiency


Increase Sales Revenue

Develop Innovative Marketing

Communication Program

Develop Strategic & Functional Marketing

Competencies

Develop Marketing Business

Intelligence

Accelerate New Product Development

Ideas

Enhance Technology for Marketing

Foster Creative Thinking & Innovative Solutions

Financial

Customer

Internal Process

Learning & Growth

Create Satisfied and Loyal Customers

Enhance Brand Image

Develop Effective Customer Relation

Management


What is the concept of Performance?

How do we succeed to use the resources to doing something

successfully


Performance Management Framework

IdentifyingDefining

MeasuringMonitoring Reporting

Key Performance

Indicators

Institutionalstrategy

VisionMissionStrategy

Strategy Map


END

Contact me:Shahram Honarmayeh

Excellent Management Freelance [email protected]

+98 919 175 8693

Appreciate www.exploreHR.org team for their well prepared BSC slides

http://www.explorehr.org/

Evaluating the Organizational development in ODL by BSC Model

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