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provide managers with richer and more relevant information about activities they are managing than is provided by financial measures alone (Punniyamoorthy and Murali, 2008). Meanwhile, organisation can achieve profitability, competitive strength and long-term strategic goals as well as achieve the short-term goals.

Undeniable, the key of success in organisations are 'intangible assets namely quality of products, human capital and customer loyalty rather than 'tangible assets in balance sheets. However, to measure intangible asset, it needs non-financial measures. Therefore, BSC includes both of them and strongly emphasis non-financial measures. Apart from that, BSC shift attention from those areas that are not measured, to areas that are measured, since what is measured can be evaluated and what can be evaluated can be appraised (Hauser and Katz, 1998) cited in (Voelpel et al, 2006). Traditional control system failed to do this because it focuses on one perspective which is financial measures.

In the past, organisations only rely on financial measures as lag indicators. This may improve short-term objectives, but at the expense of long-term value creation. For example, Pan Am, IBM and Xerox focused primarily on financial performance indicators, which did not show problems until it was too late because they are mostly lagging indicators like ROE (Gautreau and Kleiner, 2001). It follows that BSC retains measures of financial performance, the lagging indicators, but supplement them with measures on the drivers, the lead indicators, of future financial performance (Brown, 2000) cited in (Chavan, 2009). The key of BSC is deciding how the lead indicators (Key Performance Drivers) affect the lag indicators (Key Performance Indicators). BSC focuses on driver measures, since they are indicators of things to come, however outcome measures are still a vital part of the approach (Gautreau and Kleiner, 2001). Instead of budget, BSC helps managers to see more clearly whether the objectives that have been set have actually been achieved. Beside this, the objectives lag indicators and lead indicators in BSC will be changed accordance with the changes in business environment and new strategies. Thus, BSC can be considered as a flexible managerial tool to meet the business needs.

The BSC enables the companies to develop a more comprehensive view of their operations and to better match all operating and investment activities to long- and short term strategic objectives (Punniyamoorthy and Murali, 2008). It achieves short- and long-term goals by the four perspectives. For example, financial perspective focuses on short-term objectives while customer perspective, internal business processes and leaning and growth focus on long-term objectives. The improvement on customer perspective, internal business processes and leaning and growth will ultimately flow to improvement on financial performance. BSC draws attention to those areas is important to achieve the strategic to the managers. Besides this, the four perspectives form a chain of cause and effect relationship which create trade off between the key objectives and the measures. Thus, it is important to indentify organisation's priorities or main concerns.

On the other hand, it shows both internal and external performance. Organisation must balance between external measures, like customer satisfaction, and internal measures, like employee satisfaction whe本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。