Balanced Scorecard

1301 Words 5 Pages
Additionally, by appealing to the employee 's personal value systems, motivation to succeed will be increased, along with their level of performance and therefore, there is predictable certainty that, the culture and performance of an organisation are closely connected (Lumby 2012). Regrettably, to its own detriment, FIFA over time has successfully created an organisational culture that has proven to be corrupt, seriously lacking in ethics, effective leadership and transparency (Roan, 2014).
The three major business cultures are bureaucratic, results-driven, and entrepreneurial, where FIFA would be categorised as a bureaucratic culture because the power and control exerted by the executive. Coincidentally, research has shown that the adoption
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The balanced scorecard uses multiple perspectives to provide a continuous, strategic evaluation of an organisation, commonly by analysing the financial, internal business processes, learning and growth and customer perspectives. A combination of financial and non-financial performance measures are used in this analysis. Financial information is measured in dollars or ratios of dollars and compares forecasts to actual results, whereas nonfinancial information, that cannot be measured in dollars, includes data on areas such as defect rates, throughput time and employee retention (Eldenburg et. al. 2014, p. …show more content…
The indifference of managers to ethical values, combined with the virtual severance of corporate codes of conduct and the organisational reality can place employees under immense pressure to reach their objectives. A corrupt organisation can use threats of job loss to drive employees to achieve their unreachable goals and link their objectives to the jobs of their co-workers (Campbell & Goritz, 2014).

The English Football Association (FA) chairman from 2008 to 2010, David Triesman, shared his thoughts on FIFA’s culture in a CNN interview. In the interview he was negative about his dealings with FIFA and their ability to change an unacceptable culture (Masters 2013). As an important stakeholder FA have no faith in FIFA to change and shows how the corrupt culture within FIFA has had a negative impact on the organisation 's performance in pursuing its stated goals and values. The effectiveness of organisational culture, even in a high performance environment, depends on the extent to which the culture is shared amongst the organisation. A divided culture undermines shared goals and creates a differing view of the value of performance measures and their use (Jennings Jr. 2012,

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