undergo training in managing teams and communication skills to enable them to extract the best efforts from older teams.Numerical flexibility Is a quantitative approach to the utilisation of the workforce. Based on the principle of relating the size of the workforce to the levels of economic activity easily and at short notice.
As the workload fluctuates, management has the option to adjust or redeploy its human resources accordingly. The use of seasonal, casual, part-time and subcontracted workers typically provides this form of flexibility. The pressures of unpredictable short-term fluctuations in demand, combined with increased competitiveness, make these work patterns efficient and effective to sustain, as organisations are relieved of the cost of a fixed labour force –while these patterns of work organisation have been traditional aspects of some segments of the labour market (e.g. the service and retail sectors), the use of these work practices to externalise traditional core organisational activities is the major factor in increasing enterprise efficiency through numerical flexibility. Implementing the Balanced scorecard Once the process of compiling the balanced scorecard has been completed, the scorecard must be implemented, that is, cascaded down into the organisation to all the levels However, this process is not that simple –employees in the organisation in many cases may never have heard of the term ‘‘balanced scorecard’’, and they may also not have a working knowledge of thescorecard. Thus, for successful implementation some staff training needs to be undertaken. One way of doing this is by making some articles on the topic available to the staff. The employees can then attend an information session. These sessions can address issues such as the origins of the scorecard, the four perspectives and the implementation principles. Thus proper communication between everybody is absolutely essential. No scorecard can work without linking it to the budget of the company. Linking the employees’ pay to performance will also play an important role. Once implemented, it is important to hold the first review of the balanced scorecard results within 60 days. Thereafter scorecard results must be reviewed and discussed frequently throughout the organisation to achieve long-term success. From the above discussion it is clear that using the balanced scorecard has a number of advantages, namely 1. It brings together many of the competitive elements, for example, becoming customer oriented, improving quality and emphasising teamwork. 2. It guards against the underutilisation of assets by allowing management to see whether the improvement in one area took place at the expense of another area. There is no doubt from the literature review that the balanced scorecard has grown in popularity over the past few years. This is due to the fact that it meets the demands of a modern business world characterised by value creation stemming from intangible assets such as employee know-how, deep customer relationships and cultures capable of innovation and change. However, even an excellent set of balanced