Previously exam questions of June and Oct 2011, June and Oct 2012, May and Nov 2013, May and Nov 2014 and May and Oct 2015 1.4 perspectives of balanced scorecard (8) June 2011, Oct 2011, June 2012, Oct 2012, Oct 2013, May 2014, Oct 2014 and May 2015Page 175 Page 73 SG (8 Times)A customer perspective:How do customers see us? Measures lead time, quality performance, service and cost. Articulate To improve – Get standard products to the market sooner, to improve customers’ time to the market, to become the customers’ supplier of choice through partnership with them, and the develop innovative products tailored to the customers’ needs.An internal perspective: What must we excel at? What must the company do internally to meet its customers’ expectations? Goals: To obtain cycle time, employee skills productivity An innovative and learning perspective:Can we continue to improve and create value? Measures by the percentage of sales from new products, Ability to launch new products, create more value and improve operating efficienciesA financial perspective:How do we look at shareholders? Measuring cash flow, quarterly sales, growth, and operating income by division, return of equity. Indicate if strategy, implementation execution is contributing to bottom-line improvement2.4 components of Workforce scorecard (4) Oct 2011, May 2013, Oct 2013 and May 2014 Chapter7 Page 184/5 Page 77 SG (4 Times)Workforce success:Captures bottom-line of workforce performanceMeasures how well workforce has contributed to execution of company’s strategyNumber and quality of customer complaints, new distributors, response time for customer inquiriesWorkforce mind-set and culture: Measures and assesses culture in terms of impact on company’s strategic successExtent to which company strategy clearly and widely understoodExtent to which average employee can describe company’s HR strategyExtent to which employees take pride in working for companyWorkforce competencies:Competencies represent knowledge, skills, ability each employee possessesEffectiveness of information sharing among departmentsExposure of cross-functional job experiencesExtent of organisation learningLeadership and workforce behaviours:Execute strategy, leaders and employees must behave in ways consistent with the strategyEffectiveness in dealing with poor performersPercentage of employees making suggestionsPercentage retention of core-competency workforcesPage 1of 33
3.Concept of leadership and the difference between leadership and management (9) June 2011, June 2012, Oct 2012, May 2013, Oct 2013, May 2014 and Oct 2014 Compulsory Page 26 SG (6 Times)Concept of leadership:1stLeadership is a process not a position. 2ndRelationship between a leader and followers in a given situation.