Tahsin Nazim | University Of Dhaka (original) (raw)
Papers by Tahsin Nazim
Activity-based costing provides a more accurate method of product/service costing, leading to mor... more Activity-based costing provides a more accurate method of product/service costing, leading to more accurate pricing decisions. It increases understanding of overheads and cost drivers; and makes costly and non-value adding activities more visible, allowing managers to reduce or eliminate them. ABC enables effective challenge of operating costs to find better ways of allocating and eliminating overheads. It also enables improved product and customer profitability analysis. It supports performance management techniques such as continuous improvement and scorecards. It is because; the company should implement ABC rather than traditional costing system.
Accounting & Information Systems, Faculty of Business Studies, University of Dhaka.
The overall scrutiny of the just – in – time (JIT) requires small lot size, perfect employee part... more The overall scrutiny of the just – in – time (JIT) requires small lot size, perfect employee participation, total quality control and the basic industrial engineering etc. in the overall parts of the company. The ABC Company is facing the problems of the suppliers. But the positive thing is that it can be controllable. Besides, the company is most probably facing the problems with the proper stable environment with the quality control. Besides, the engineering system of the ABC Company is not so perfect. But the thing is after proper maintenance of these things and by following the given recommendation, the ABC Company can be able to further implement the just – in – time (JIT) inventory system.
Tahsin's Publication, Feb 21, 2014
ABSTRACT My thesis paper discussed about “A critical analysis of Balanced Scorecard as a perfo... more ABSTRACT
My thesis paper discussed about “A critical analysis of Balanced Scorecard as a performance measurement tool: an overview of its usage and sustainability”. The Balance Scorecard is an assimilated strategic performance planning and management tool or system used for business organization, industry, non-profit organization, government worldwide. This system is used for business undertakings like vision establishment and strategic planning of organization to boosts internal and external communication and encourages transparency in business operations and monitors and measure performance of organization against its visions and goals. The term "scorecard" denotes enumerated performance measures and "balanced" signifies that the system is balanced between; short-term objectives and long-term objectives, financial events and non-financial events, lagging indicators and leading indicators, interior performance and exterior performance standpoints. This assessment deliberates the “Balance Scorecard”, an assimilated strategic performance management tool which was designed by Robert Kaplan and David Norton in their series of articles in ‘Harvard Business review’ in 1990. Recently, the Harvard Business Review hailed the Balanced Scorecard as one of the 75 most persuasive and prolific concepts of the twentieth century.
Balanced Scorecard (BSC) emerged to deliver solutions to the major disputes and to emphasize the assessment of a diversity of factors/dynamics within an organization to attain tremendous results. Balanced scorecard not only explains major issues of business but also helps the business management to build the linkage between the performance measurements for the better management and assists managers to transit from a reactive approach to a proactive approach to management. Generally, the Balance Scorecard can be defined as a prudently nominated set of quantifiable measures which elucidate an organization’s strategy and aligns all the resources and energies of organization (e.g. people, budget, initiatives etc.) to attain this strategy. Four generic perspectives were identified Kaplan and Norton that cover the core strategic focus areas of an organization. These four perspectives are financial perspective, customer perspective, internal process perspective and learning & growth perspective.
Most organizations have established systems for capturing, monitoring, and sharing performance data that demonstrate to be critically flawed, but they are incapable of capturing the value generated from the mechanisms of today’s modern business organizations. These mechanisms denote the intangible assets, such as staff’s knowledge and skills, customer & dealer relationships, and innovative environments and cultures. Consequently, the Balanced Scorecard (BSC) was developed to provide resolutions to the above foremost issues. And now, Balance Scorecard has become one of the best choices to evaluate how the organization is performing. The best thing of implementation of balanced scorecard is that it involves entire organization to make execution fruitful. The upper management has to connect goals to the down to all personnel to attain that. Appropriate planning can make effective application of BSC in any organization. Before the Balanced Scorecard, many organizations already used a collection of both financial and non-financial measures of acute performance pointers. But, a well-developed Balanced Scorecard is different from such systems as the four BSC perspectives build a chain of cause-and-effect relationships. Successfully, the cause-and-effect relationships demonstrate the hypothesis behind the organization's goals and strategy. The measures reflect a chain of performance drivers that regulate the efficiency of the strategy application. A well-designed balanced scorecard interpret an organization’s mission and remaining business strategy into a limited number of precise strategic objectives that could be interconnected and measured operationally. It is a concept that assesses an organization’s actions in terms of its vision and strategies, to provide managers with a comprehensive outlook of the performance of business. Organizations stand to advantage from the practice of the balanced scorecard system managing performance. It has been proved as one of the most prolific performance measuring tools. For this reason, various public, private, government, business and not-for-profit organizations have adopted the scorecard as part of their strategic management approach.
This report describes and illustrates basics of the balanced scorecard, that is, introduces the balanced scorecard approach, describes an extended enterprise balanced scorecard that can be used by individual organizations or in partnership with other organizations, crucially analyze every details and issued related to balanced scorecard, sustainability of balanced scorecard, evaluates positive and negative outcomes of implementing balanced scorecard and concludes with a discussion of basic components for effective scorecard implementation.
Activity-based costing provides a more accurate method of product/service costing, leading to mor... more Activity-based costing provides a more accurate method of product/service costing, leading to more accurate pricing decisions. It increases understanding of overheads and cost drivers; and makes costly and non-value adding activities more visible, allowing managers to reduce or eliminate them. ABC enables effective challenge of operating costs to find better ways of allocating and eliminating overheads. It also enables improved product and customer profitability analysis. It supports performance management techniques such as continuous improvement and scorecards. It is because; the company should implement ABC rather than traditional costing system.
Accounting & Information Systems, Faculty of Business Studies, University of Dhaka.
The overall scrutiny of the just – in – time (JIT) requires small lot size, perfect employee part... more The overall scrutiny of the just – in – time (JIT) requires small lot size, perfect employee participation, total quality control and the basic industrial engineering etc. in the overall parts of the company. The ABC Company is facing the problems of the suppliers. But the positive thing is that it can be controllable. Besides, the company is most probably facing the problems with the proper stable environment with the quality control. Besides, the engineering system of the ABC Company is not so perfect. But the thing is after proper maintenance of these things and by following the given recommendation, the ABC Company can be able to further implement the just – in – time (JIT) inventory system.
Tahsin's Publication, Feb 21, 2014
ABSTRACT My thesis paper discussed about “A critical analysis of Balanced Scorecard as a perfo... more ABSTRACT
My thesis paper discussed about “A critical analysis of Balanced Scorecard as a performance measurement tool: an overview of its usage and sustainability”. The Balance Scorecard is an assimilated strategic performance planning and management tool or system used for business organization, industry, non-profit organization, government worldwide. This system is used for business undertakings like vision establishment and strategic planning of organization to boosts internal and external communication and encourages transparency in business operations and monitors and measure performance of organization against its visions and goals. The term "scorecard" denotes enumerated performance measures and "balanced" signifies that the system is balanced between; short-term objectives and long-term objectives, financial events and non-financial events, lagging indicators and leading indicators, interior performance and exterior performance standpoints. This assessment deliberates the “Balance Scorecard”, an assimilated strategic performance management tool which was designed by Robert Kaplan and David Norton in their series of articles in ‘Harvard Business review’ in 1990. Recently, the Harvard Business Review hailed the Balanced Scorecard as one of the 75 most persuasive and prolific concepts of the twentieth century.
Balanced Scorecard (BSC) emerged to deliver solutions to the major disputes and to emphasize the assessment of a diversity of factors/dynamics within an organization to attain tremendous results. Balanced scorecard not only explains major issues of business but also helps the business management to build the linkage between the performance measurements for the better management and assists managers to transit from a reactive approach to a proactive approach to management. Generally, the Balance Scorecard can be defined as a prudently nominated set of quantifiable measures which elucidate an organization’s strategy and aligns all the resources and energies of organization (e.g. people, budget, initiatives etc.) to attain this strategy. Four generic perspectives were identified Kaplan and Norton that cover the core strategic focus areas of an organization. These four perspectives are financial perspective, customer perspective, internal process perspective and learning & growth perspective.
Most organizations have established systems for capturing, monitoring, and sharing performance data that demonstrate to be critically flawed, but they are incapable of capturing the value generated from the mechanisms of today’s modern business organizations. These mechanisms denote the intangible assets, such as staff’s knowledge and skills, customer & dealer relationships, and innovative environments and cultures. Consequently, the Balanced Scorecard (BSC) was developed to provide resolutions to the above foremost issues. And now, Balance Scorecard has become one of the best choices to evaluate how the organization is performing. The best thing of implementation of balanced scorecard is that it involves entire organization to make execution fruitful. The upper management has to connect goals to the down to all personnel to attain that. Appropriate planning can make effective application of BSC in any organization. Before the Balanced Scorecard, many organizations already used a collection of both financial and non-financial measures of acute performance pointers. But, a well-developed Balanced Scorecard is different from such systems as the four BSC perspectives build a chain of cause-and-effect relationships. Successfully, the cause-and-effect relationships demonstrate the hypothesis behind the organization's goals and strategy. The measures reflect a chain of performance drivers that regulate the efficiency of the strategy application. A well-designed balanced scorecard interpret an organization’s mission and remaining business strategy into a limited number of precise strategic objectives that could be interconnected and measured operationally. It is a concept that assesses an organization’s actions in terms of its vision and strategies, to provide managers with a comprehensive outlook of the performance of business. Organizations stand to advantage from the practice of the balanced scorecard system managing performance. It has been proved as one of the most prolific performance measuring tools. For this reason, various public, private, government, business and not-for-profit organizations have adopted the scorecard as part of their strategic management approach.
This report describes and illustrates basics of the balanced scorecard, that is, introduces the balanced scorecard approach, describes an extended enterprise balanced scorecard that can be used by individual organizations or in partnership with other organizations, crucially analyze every details and issued related to balanced scorecard, sustainability of balanced scorecard, evaluates positive and negative outcomes of implementing balanced scorecard and concludes with a discussion of basic components for effective scorecard implementation.