Question 1

Financial measures used for organisational evaluation can pertain to: $\begin{array}{llcc}
  \text { I } & \text { Divisions }  \
 \text { II } &\text { Product liNes } \
 \text {III  } &\text { Departments } \
\end{array}$

Accepted Answer

A)  II and III only 
B)  I and III only 
C)  I and II only 
D)  I, II, and III 
A)  II and III only 
B)  I and III only 
C)  I and II only 
D)  I, II, and III

Question 2

Formulaic approaches for using balanced scorecard results

Accepted Answer

A)  Can lead to suboptimal decisions 
B)  Are aligned with the overall purpose of the balanced scorecard 
C)  Are an excellent idea because of their objectivity 
D)  Ensure that all employees are treated fairly 
A)  Can lead to suboptimal decisions 
B)  Are aligned with the overall purpose of the balanced scorecard 
C)  Are an excellent idea because of their objectivity 
D)  Ensure that all employees are treated fairly

Question 3

How is organisational learning related to the balanced scorecard?

Accepted Answer

A)  Only learning organisations can be successful in scorecard implementation 
B)  The balanced scorecard can improve organisational learning 
C)  Organisational learning is only important in the learning and growth perspective 
D)  Both are important, but they are unrelated 
A)  Only learning organisations can be successful in scorecard implementation 
B)  The balanced scorecard can improve organisational learning 
C)  Organisational learning is only important in the learning and growth perspective 
D)  Both are important, but they are unrelated

Financial measures used for organisational evaluation can pertain to: I Divisions II Product liNes III Departments

Formulaic approaches for using balanced scorecard results

How is organisational learning related to the balanced scorecard?

The Role of Accounting Information in Management Decision Making

Cost Concepts, Behaviour and Estimation

A Costing Framework and Cost Allocation

Costvolumeprofit Cvp Analysis

Planning Budgeting and Behaviour

Operational Budgets

Job and Process Costing Systems

Flexible Budgets, Standard Costs and Variance Analysis

Variance Analysis: Revenue and Cost

Activity Analysis: Costing and Management

Relevant Costs for Decision Making

Strategy and Control

Capital Budgeting and Strategic Investment Decisions

The Strategic Management of Costs and Revenues

Strategic Management Control: a Lean Perspective

Responsibility Accounting, Performance Evaluation and Transfer Pricing

Rewards, Incentives and Risk Management

Sustainability Management Accounting

Filters

Exam 17: The Balanced Scorecard and Strategy Maps

Financial measures used for organisational evaluation can pertain to: I Divisions II Product liNes III Departments

Formulaic approaches for using balanced scorecard results

How is organisational learning related to the balanced scorecard?

The Role of Accounting Information in Management Decision Making

Cost Concepts, Behaviour and Estimation

A Costing Framework and Cost Allocation

Costvolumeprofit Cvp Analysis

Planning Budgeting and Behaviour

Operational Budgets

Job and Process Costing Systems

Flexible Budgets, Standard Costs and Variance Analysis

Variance Analysis: Revenue and Cost

Activity Analysis: Costing and Management

Relevant Costs for Decision Making

Strategy and Control

Capital Budgeting and Strategic Investment Decisions

The Strategic Management of Costs and Revenues

Strategic Management Control: a Lean Perspective

Responsibility Accounting, Performance Evaluation and Transfer Pricing

Rewards, Incentives and Risk Management

Sustainability Management Accounting

Filters