Professional Documents
Culture Documents
Marian W. Boscia
Kings College
marianboscia@kings.edu
R. Bruce McAfee
Old Dominion University
rmcafee@odu.edu
ABSTRACT Business Administration and Accounting. They observed that
experimental performed better than the control group who used
Colleges of Business are now under increasing pressure from balance scorecards performed significantly better than control
AACSB to engage students in collaborative learning groups taking a Business Games course. Scherpereel (2007)
experience and to develop their critical thinking skills. This argues that decision alignment, is important to business game
paper presents an experiential learning exercise used at performance. Objective, evaluative feedback on decision
Kings College that is designed to accomplish both of these making effectiveness can serve as a motivator for students
objectives and to teach students the principles of the playing multiple-period business games. Using balance
Balanced Scorecard This paper describes the Balanced scorecards may be a way of achieving decision alignment. To
Scorecard concepts, presents an exercise using this support this conclusion, Scherpereel points to an earlier survey
approach, and provides potential solutions to the exercise. by Downing (2000) where for 66% of the companies surveyed
reported that implementing balanced score cards in order to
INTRODUCTION achieve alignment.
This paper presents a group exercise that has two major
In 1996, Kaplan and Norton wrote a book describing what purposes. First, it is designed to teach students the balanced
they called the balance scorecard approach. It contends that scorecard concepts cited above. Second, since the exercise is
the traditional financial accounting model must be expanded to done by student groups, it also helps to meet two of AACSBs
incorporate the valuation of a company's intangible and recommendations. AACSB recommends that students should
intellectual assets. It states that both financial and non- have opportunities to engage in collaborative learning. They
financial measures must be part of the information system for argue that, each student is a resource who brings unique
employees at all levels of the organization; senior executives experience and knowledge to combined tasks. Students need
need both financial and non-financial measures to understand to acknowledge their responsibilities to their fellow students
the drivers of long-term financial success and rank and file by actively participating in group learning experiences
employees need this information in order for them to (AACSB, 2006, p. 56). In addition, the exercise helps
understand the financial consequences of their decisions and develop reflective thinking skills or critical thinking skills,
actions. This book argues further that there should be a another AACSB concern.
balance between a firms long and short-range objectives, The exercise presented in this paper requires that students
financial and non-financial measures, lagging and leading develop a balanced scorecard for an educational institution.
indicators, and external and internal performance perspectives. Using an academic setting is appropriate for two reasons.
The scorecard is designed to translate an organizations First, students are familiar participants in the activities of their
mission and strategy into a comprehensive set of performance college or university. Further, most students are exposed to
measures. These measures are organized around four rankings of schools by publications such as U.S. News and
perspectives: financial, customer, internal business processes, World Report. Second, colleges and universities use the
and learning and growth. In addition to providing a balance scorecard approach for performance evaluation
comprehensive performance evaluation tool, the process of (Kettunen, 2005). In 1999, Congress approved the Malcolm
implementing a balance scorecard is the creation of an Baldrige National Quality Award for Education. Karathanos
alignment culture where corporate goals and strategies and Karathanos (2005) discuss the balanced scorecards of the
become institutionalized across the company (Huang and Hu, first three recipients, the Chugach School District in Alaska,
2007). the Pearl River School District in New York City, and the
ABSEL has experience with using balanced scorecards in University of WisconsinStout. Drtina, Gilbert, and Alon
the classroom to teach management concepts. Kalls and (2007) describe the use of a balanced scorecard to show by
Sauaia (2004) discuss the outcome of a balance score card Rollins College in the AACSB re-accreditation process. In
strategy in a course offered in the graduate program of conclusion, because this exercise provides real-world
EFFECTIVENESS MEASURES
TABLE 1
East Coast Colleges Performance Measures
Business Arts and Sciences
All dollar amounts are in thousands 2006 2005 2004 2006 2005 2004
1. Acceptances to offers 56% 59% 61% 75% 80% 76%
2. Applicants per slot 12.5 12.8 15.7 6.2 7.4 7.8
3. Budget per faculty member $281 $281 $281 $379 $379 $379
4. Budget per student $27.20 $26.00 $25.00 $40.80 $39.80 $40.30
5. Emergency calls to campus security 21.00 20.93 20.90 17.98 17.96 17.94
6. Freshman retention rate 83% 86% 89% 81% 86% 87%
7. Mean job offers per stud. 5.8 4.9 4.1 2.6 3.8 6.0
8. Mean refereed publications 9.0 5.7 -0.3 12.0 11.1 6.5
9. Mean starting salary $80 $74 $68 $50 $47 $41
10. National ranking by other colleges 26 26 29 11 10 8
11. National test percentile 98 98 98 83 83 83
12. Placement of students 93% 92% 89% 75% 77% 81%
13. Student per faculty member 10.34 10.31 10.28 9.28 9.3 9.33
14. Teaching evaluations 5.76 5.81 5.85 5.41 5.34 5.31
15. Total books published 4 5 6 3 3 6
Financial
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