Business Information Systems Report: Balanced Scorecard Analysis

This report presents an analysis of a Business Information System (BIS), specifically focusing on the application of a balanced scorecard. The report examines the use of a balanced scorecard in measuring the performance of a business, considering financial aspects, internal processes, customer satisfaction, and organizational capacity. It highlights the strategic values created by the scorecard, such as identifying the value of management systems and implementing innovative technologies to minimize operational costs. The report also explores how the administrative management theory is applied in selecting the business information solution. The analysis includes a case study involving OMNIYA Health, a diet and nutrition business, and how a balanced scorecard can be applied to translate strategies into actions. The report provides a comprehensive overview of the balanced scorecard's role in evaluating business performance and strategic management, supported by relevant references.

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Business information system
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Business information system
Balanced scorecard
A business scorecard is used by most of the managers in measuring the performance of the
business both financially, internal process, customers, and organizational capacity. It is the
presentation of business performance over time towards a specific goal in order to track the
execution of activities by the staff within the organization (Tan, Zhang and Khodaverdi, 2017,
pg. 450).
The business information selected for measurement by the scorecard application is the
management information system, which comprises various internal processes, customers, human
resources, finance, and the organizational capacity. The above management information system
elements are considered vital in every profit-making organization since they form part of the
crucial operational department of the organization (Dinçer, Hacıoğlu and Yüksel, 2017, pg. 30).
For instance, the finance and customer information will give the value of the organization if this
profitable or not to the stakeholders.
Strategic values
The strategic value which has been created by the scorecard solution in measuring and
evaluating the performance of the management information system is by identifying the value of
the management systems. Thus finance, customers, and internal process hence give the managers
the best solution to handle such information related to the identified system. The strategic value
which is likely to be created by the scorecard in managing financial information is by
implementing innovation and modern technology in order to minimize the operational cost of the
organization (Vesty and Brooks, 2017, pg. 110).

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Providing higher value products, reasonable prices, and offering some training programs to
loyal customers are some of the strategic values created by scorecard applications within the
organization. The strategic values are in line with the business objectives like increasing market
shares, increasing the number of customers, and also nutrition health to the customers. These
values will propel the organization in achieving its set objectives.
Values developed by the scorecard for better internal process information entail various
strategies like improving selection processes, improve offering programs, and tailoring various
plans to meet customer’s needs. The above strategies are aimed at improving information
services and the quality of products offered to the customers.
The strategies involved in managing the organizational capacity information are developing
good culture, ensuring job satisfaction, and offering product and marketing training programs to
both employees and customers (Shen, Chen and Wang, 2016, pg. 138). The strategies are aimed
at developing good leadership, increasing employee productivity, and improving product
knowledge and skill, respectively, for both the employees and the consumers.
Administrative management theory
The theory which has been applied in selecting the business information solution is the
administrative management theory. This is evidenced in the case where the manager attempts to
design the organization as a whole by specifying duties of each system like customers, finance,
and internal process that is controlling, planning, and organizing and directing processes of the
organization (Bratton and Gold, 2017).

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The application of the theory is evidenced when the manager tries to find out some
strategic management and control of the identified element of MIS by relating their functions to
the objectives of the organization.

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References
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Dinçer, H., Hacıoğlu, Ü. and Yüksel, S., 2017. Balanced scorecard based performance
measurement of European airlines using a hybrid multicriteria decision making approach under
the fuzzy environment. Journal of Air Transport Management, 63, pp.17-33.
Shen, Y.C., Chen, P.S. and Wang, C.H., 2016. A study of enterprise resource planning (ERP)
system performance measurement using the quantitative balanced scorecard
approach. Computers in Industry, 75, pp.127-139.
Tan, Y., Zhang, Y. and Khodaverdi, R., 2017. Service performance evaluation using data
envelopment analysis and balance scorecard approach: an application to automotive
industry. Annals of Operations Research, 248(1-2), pp.449-470.
Vesty, G. and Brooks, A., 2017. St George Hospital: Flexible Budgeting, Volume Variance, and
Balanced Scorecard Performance Measurement. Issues in Accounting Education, 32(3), pp.103-
116.