INLS 131
Management of Information Agencies
Fall 1999

Getting Ready for Class of Sept. 29, 1999

RELATIONSHIP OF PERFORMANCE MEASUREMENT TO PLANNING

I had two readings for you but I've decided to take the second reading and move it to Monday, so there's only one. It is:

Kaplan, Robert S. and Norton, David P., "The Balanced Scorecard -- Measures that Drive Performance," Harvard Business Review (January-February 1992): 71-79.

This reading connects the process of setting goals and objectives to some outcomes measures to determine whether or not the organization is succeeding in what it sets out to do. The authors begin with four important questions:

• How do customers see us (meaning the organization)?
• What must we excel at?
• Can we continue to improve and create value?
• How do we look to shareholders?

If the language of business disturbs you, translate "customers" into "users," "patrons" (although I personally dislike this word in relationship to libraries), "clients," or whatever term suits you. Similarily instead of thinking of "shareholders," you can think of "stakeholders," that is, all the folks who have an interest in your (that is, your organization's) activities but perhaps particularly those who provide funds and make decisions that affect your survival and prosperity.

I think you could probably apply the questions personally as well as organizationally, but for the purposes of the class, let's deal with the questions organizationally and managerially.

• Reflect on the connection between the reading on planning that you did and this article. Where do you see the links, if anywhere?

• Select an organization (work, school, home, church, volunteer organization) and see if you can answer the four questions above? How does the organization measure how well it does in these four critical areas?