The Importance Of Strategic Drifts
During 1940’s F. W. Taylor identified Classical School of Management, followed by him, Walter Shewart discovered Statistical Quality Control and Quality Assurance tool while he was employed in Bell telephone.
W Edwards Deming taught the concept of Statistical Quality Control to the suppliers of US military during the World War 2. During this time, there were several other models which made Demongs famous such as Deming Wheel or PDCA Cycle, 14 pints as depicted by Demings and Seven Deadly Signs of the Western Management.
The concepts developed by Joesph Juran are also significant. Juran actually believed that quality is always linked with the satisfaction of the products. Satisfaction can only be achieved if the product has superior quality. According to the quality guru, Juran, breakthrough is defined as to develop deliberate changes with decisive movements to unprecedented and new levels of customer satisfaction and also its financial performance. The author has depicted that the internal customers of the organisations have to understand the internal process and they have the authority to monitor the quality of the products (Dahlgaard & Kanji, 2009; Goetsch & Davis, 2010; …show more content…
It actually refers to the performance measurement technique that concentrates on the strategies and how these strategies implement positive changes in the near future and also produce sustainable value (Kaplan, 2009; Kaplan, 2008). It includes non-financial performance measures and it is quite different as compared to traditional performance management systems. The different perspective of balanced scorecard is significant while comparing it with the traditional performance management system are financial performance, customers or stakeholders, internal business and organisational capacity. Therefore, it is noteworthy that the traditional management system does not have the ability to gauge the nonfinancial performance; however the balance scorecard framework can easily depict the non-financial performance of any organisation (Kaplan, 2009; Kaplan,