Introduction

The balanced scorecard (BSC) is a strategy performance management tool - a semistandard structured report, supported by design methods and automation tools, that can be used
by managers to keep track of the execution of activities by the staff within their control and to
monitor the consequences arising from these actions. It is perhaps the best known of several
frameworks .Since its original incarnation in the early 1990s as a performance measurement tool,
the BSC has evolved to become an effective strategy execution framework. The BSC concept as
put forth by Drs. Robert S. Kaplan and David P. Norton is now seen as a critical foundation in a
holistic strategy execution process that, besides helping organizations articulate strategy in
actionable terms, provides a road map for strategy execution, for mobilizing and aligning
executives and employees, and making strategy a continual process.
The characteristic of the balanced scorecard and its derivatives is the presentation of a
mixture of financial and non-financial measures each compared to a 'target' value within a single
concise report. The report is not meant to be a replacement for traditional financial or operational
reports but a succinct summary that captures the information most relevant to those reading it. It
is the method by which this 'most relevant' information is determined that most differentiates the
various versions of the tool in circulation. The balanced scorecard also gives light to the
company's vision and mission. These two elements must always be referred to when preparing a
balance scorecard.
The first versions of balanced scorecard asserted that relevance should derive from the
corporate strategy, and proposed design methods that focused on choosing measures and targets
associated with the main activities required to implement the strategy. As the initial audience for
this were the readers of the Harvard Business Review, the proposal was translated into a form
that made sense to a typical reader of that journal - one relevant to a mid-sized US business.
Accordingly, initial designs were encouraged to measure three categories of non-financial
measure in addition to financial outputs - those of "customer," "internal business processes" and
"learning and growth." Clearly these categories were not so relevant to non-profits or units
within complex organizations and much of the early literature on balanced scorecard focused on
suggestions of alternative 'perspectives' that might have more relevance to these groups.

Modern balanced scorecard thinking has evolved considerably since the initial ideas
proposed in the late 1980s and early 1990s, and the modern performance management tools
including Balanced Scorecard are significantly improved - being more flexible and more
effective. In the latest book by Kaplan & Norton related to the BSC, "The Execution Premium",
the BSC forms only a part of a broader Execution Premium Process (XPP) to implement and
monitor strategy.

The Four BSC Perspectives

The 1st generation design method proposed by Kaplan and Norton was based on the use
of three non-financial topic areas as prompts to aid the identification of non-financial measures
in addition to one looking at financial. The four perspectives were proposed are:

Financial: encourages the identification of a few relevant high-level financial measures.

In particular, designers were encouraged to choose measures that helped inform the
answer to the question "How do we look to stakeholders?"

Customer: encourages the identification of measures that answer the question "How do
customers see us?"

Internal business processes: encourages the identification of measures that answer the
question "What must we excel to satisfied stakeholder?"

Learning and growth: encourages the identification of measures that answer the
question "How can we continue to improve, create value and innovate?".
These 'prompt questions' illustrate that Kaplan and Norton were thinking about the needs

of small to medium sized commercial organizations in the US (the target demographic for the
Harvard Business Review) when choosing these topic areas. They are not very helpful to other
kinds of organizations, and much of what has been written on balanced scorecard since has, in
one way or another, focused on the identification of alternative headings more suited to a broader
range of organizations.

1) Financial Perspectives
Timely and accurate financial data is always needed by an organization (apart, of course,
from being a legal requirement for a trading company). But too much should not be read into
financial data alone; its role is as part of a balanced perspective hence the BSC.
Firstly the UNISEL also using the financial balance scorecard to measure the well
performance. UNISEL also introduce and provide the service its called students get students.
Any stakeholder can promote the to became a agent for the UNISEL. The program is a very good
program for the student to promote their performance and the student also can promote the
outsiders parties to join for the further studies. If the student can attract the management
performance can get a high profit to the UNISEL.
Secondly, the university has offered a promotion to students if students get excellent
results three pointer above will be free on the subject fees for one semester if the student from
the same university. UNISEL can create increase for quality because to produce the high quality
of student. So if this student was satisfaction about UNISEL not impossible this student also can
promote about UNISEL and at the same time this university can get profit from this situation.
Also UNISEL can introduce this university to the world .If UNISEL continue to introducing
them to the world it is possible, students from abroad are also interested in studying at the
university. This can increase the rate of student admission at the same time, increase institutional
profit.
Financial
There are three types of financial perspectives that crucial for measurement.
1. Financial management
The goal of must be financially success in the extent of budget submissions or budget
allocation. The budget must be covering all essential requirements besides consider cost per
unit of production and the market growth.
2. Revenue from operation
By increasing teaching productivity, it will also increase student ratio. When the ratio of
student increased, revenue of UNISEL will increase thought student fees.
3. Fund raising
By the raising of fund, UNISEL should build endowment to their employee. This will create
worker loyalty besides increase their motivation to achieve organization goals. From
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increasing the fund, the organization should also utilize their assets wisely for long-term
success

2) Customer perspectives
Viewing your companys service through your customers eyes provides valuable
feedback on how to enhance customer experience and improve customer satisfaction. Using an
experienced mystery shopping company is the most effective way to gain a clear, unbiased view
of your customer service. Mystery shopping can:

Identify your specific customer service issues

Measure your training effectiveness and pinpoint training needs

Identify your exemplary employees

Target individual manager effectiveness

Firstly, the customer that we are referring to in the balance scorecard of University of
Selangor (UNISEL) is student. UNISEL has improved the performance stakeholder perspective,
such as, it gives an opportunity to the students who are not offered to public university to get into
semi-private university like UNISEL. Here can get the highest quality student. If UNISEL has
get the highest quality of student, its not impossible can attract more quality students to study.
So for improve the performance UNISEL must offer more quality program for attract the highest
quality of student to come in this university. to improve the performance UNISEL has offered
foreign lecture to serve in the UNISEL. This way the students can gain knowledge effectively to
inspire the students and get excellent results to increase university reputation. Furthermore
UNISEL offered course or programs according to the programs of interest to the student such as
diploma, degree and foundations. UNISEL has allowed students to a variety of activities for
students and to outsiders such as sales activities and to foster students towards entrepreneurship
while UNISEL can also gain profit through activities such as outsider whos interested to engage
in trade will pays for site fees.

UNISEL can lead to the practical for the degree and diploma student before and of the
their courses. UNISEL gave freedom to the students to find their own practical place in
internship program. So if student still do not have a place so students had to postpone practical
program. This is very detrimental to the students themselves and wasting time. Now the UNISEL
time is improve ready because they also can look at many improvement because they guide all
student to get the best company so that every student can learn more knowledge and get real
experience in the workplace. UNISEL should also play an important role to always give the best
service to students such as about internship program. UNISEL can do an effective strategy
arrangement so not impossible the student was also satisfaction about the service. Additionally
the UNISEL student also can promote the service given by UNISEL to potential student.
There are various types of stakeholder in organization, for UNISEL the most important
stakeholder is their student. The institutional must set the goal on, what kind of student they want
and what kind of student they will produce. Firstly, UNISEL should attract high-quality of
student. The measurement can be made through number and quality of student admitted into
UNISEL by reviewing student previous education achievement. The application rate of the
program must be persistence to ensure long-term stability of the organization.
3) Internal Business Process Perspectives
For the internal-business-process perspective, managers identify the processes that are most
critical for achieving customer and shareholder objectives. Companies typically develop their
objectives and measures for this perspective after formulating objectives and measures for the
financial and customer perspectives. This chapter demonstrates how the Balanced Scorecard can
help managers define a complete internal-process value chain that starts with the innovation
process and ends with post-sale service. Its can define in four groups :
1. Operating processes
The basic, day-to-day processes by which companies produce their existing
products and services deliver them to customers.
2. Customer management processes

Processes by which companies expand and deepen relationships with targeted

customers.

3. Innovation processes
Processes by which companies develop new products, processes, and services,
often enabling the company to penetrate new markets and customer segments.
4. Regulatory and social processes
Processes by which companies ensure that they meet or exceed regulations on
business practices.

To increase the UNISEL profits must have implemented a variety of changes in various
aspects. The first aspect is UNISEL been set to the examination all the outstanding balance for
the students RM2, 500 is not allowed to sit the end of the final exam due to the way the
management can reduce the burden of debt incurred by the UNISEL. The 2 nd aspect is UNISEL
has provided a variety of financial resources for students which include PTPTN loan and MARA
loan and also YAYASAN SELANGOR loan to partially courses.
This way the students can have the opportunity to study in UNISEL and all matters
related to the application and payment is managed by UNISEL. The students do not have to
worry about the management of loans because all the arrangements made by UNISEL. The 3rd
aspect of the UNISEL has upgraded intake system application, those who want to enter the
UNISEL can apply through the website and in the same time UNISEL admissions decisions can
be continued. Students do not need to take a long time to wait for admission decision and can
decide whether to enter into UNISEL. Before this the UNISEL system was use the punch card
system as to avoid the presence of fraud and staff make sure all staff is present at the same time
provide the best service to students.
Teaching and learning excellence should be set as the internal process goal. The
measurement can be made through evaluation by external reviewers, employers and peer review.
It was also can be seen from students satisfaction with teaching quality, grade point standards
and oral and writing presentation capabilities. By offering high quality and technological level of
computer labs and libraries will produce advancement of alumni in profession.

4) Learning And Growth Perspective

They then determine the factors that enable the process to be performed in an outstanding
manner so that it can contribute to the success of the economys strategy:

The employee capabilities, knowledge, and skills

The information systems and databases
Employee culture, alignment, and knowledge sharing
UNISEL provide opportunities for all lecturers to attend the seminar in the country to

increase knowledge and can also provide experience in classroom sessions, with experienced
lecturers can produce quality graduates. Some lecturers use their ability to create a blog or a
system that can deliver information to students such as notes, assignment questions, past years
examination questions to make reference to the student With the availability of the system makes
it easier for the lecturer to have a good relationships between the students. If the technology will
improve mean the perspective of the student in UNISEL also will increase and rapidly growth.
Furthermore, quality of facilities is important goal to be set. By offering adequate
physical facilities, may drive toward stakeholder satisfaction. The management must deliberate
time required to service, replace and allocate facilities. The organization must provide adequacy
of classroom and equipment facilities for providing globally relevant management education.

Recommendation For The Unisel Under Bsc

The internal processes and internal growth perspectives, on the other hand, show how the
organization creates these desired outcomes. From the top of the chain on down, desired
financial outcomes can only be accomplished only if customers are satisfied. To realize the
customer value propositions, internal processes must be created and delivered.

The scorecard provides executives with a comprehensive framework that translates a companys
strategic objectives into a coherent set of performance measures. It represents a fundamental
change in the underlying assumptions about performance measurement and helps focus the
strategic vision. The financial and customer perspectives describe the desired outcomes sought
by the organization.
Can providing quality service is a key for success, and many experts concur that the most
powerful competitive trend currently shaping marketing and business strategy is service quality.
Institutes of higher education are also focusing on ways to render high quality education to their
educators and have a better performance. Higher education institutes are facing new challenges
in order to improve the quality of education. Therefore, these institutes are trying to recognize
the dimensions of a quality education and define strategies to reach their pre-defined standards
and goals.
Finally, the internal processes must be supported by an organizations learning and growth. In
developing a structure that links from cause to effect, Kaplan and Norton created a tool called the
strategy map. The strategy map is visual representation of an organizations strategy that
describes the logic of the strategy by representing the objectives for the critical internal processes
that create value and the organizational learning and growth that support those processes. These
objectives are then translated by the balanced scorecard into targets and measures. The internal
processes most critical to creating the customers value propositions are referred to as strategic
themes.

Conclusion
If the balanced scorecard is successfully integrated into day to day business life, it can be
developed into a comprehensive and universal tool. It is a tool that provides all activities with a
strategic framework and ensures more clarity and consistency for all parties involved to help
them in formulating, communicating and implementing their strategy. It supports
implementation, which makes it possible to understand strategic action in terms of it being a
daily task and to realise it as such, as well as to link it with operational action.