1 ACCT90010 Strategic Performance Management Semester 2, 2022 Group Assignment Due: 6 pm Friday 23 September 2022 General Instructions This is a group assignment. Each member of the group is expected...

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1 ACCT90010 Strategic Performance Management Semester 2, 2022 Group Assignment Due: 6 pm Friday 23 September 2022 General Instructions This is a group assignment. Each member of the group is expected to make a significant contribution and to be accountable for the work as a whole. The assignment must be submitted in Portable Document Format (PDF). The preferred font size is 12. A cover page is required. It should include a title, a list of authors (names and student numbers), the date on which the work is completed, and a word count. The word count must be less than 3000 words. The reference list and any appendices are not included in the word count. Everything else is included. The reference list and in-text citation must conform to either the APA or Harvard referencing styles. Sources should be relevant and authoritative. A good submission is expected to refer to a few articles from academic journals. This assignment relates to the case study: “A Balanced Scorecard for Maple Leaf Consulting”1. The case narrative is available on Canvas. The case is set more than a decade ago. For the purposes of this assignment, please assume that it is set in the present - contemporary with current technological, social, and commercial developments. 1 Ogata, K & Spraakman G 2013, A Balanced Scorecard for Maple Leaf Consulting. Accounting Perspectives. Vol. 12(4). 2 Tasks 1 How does a professional services firm (PSF) differ from other types of business organisations? Identify and discuss the distinguishing characteristics with a focus on organisational control. Illustrate using the case of Maple Leaf Consulting and/or real organisations as examples. [5 marks] Task 2 There are a range of structures that an organisation could adopt to facilitate the assignment of roles, decision rights, and accountability. They include functional work-units, market- oriented divisions, matrix structures (dual hierarchy), Mintzberg’s adhocracy, etc. Drawing on your response to Task 1 and the case narrative, outline a structure that, in your opinion, would be most suitable for Maple Leaf Consulting as it pursues its intended strategy. Explain why your choice may be more suitable than alternative structures. [5 marks] Task 3 Maple Leaf Consulting (MLC) is revising its strategic priorities. The senior managers agree that MLC should be ”the most respected ground engineering and environmental services group in the world”. Develop a suitable strategy map to reflect MLC’s vision and strategic goals. The strategy map should be adapted to MLC’s particular circumstances (not generic). It should depict the causes and effects that are most likely to drive MLC’s success as it pursues its intended strategy. The strategy map must be clearly visible on one A4 page. [Hint: Think about how a strategy map is likely to be used at MLC and the features that make it fit for purpose. Developing a strategy involves creativity and a practical approach. The focus is on ‘objectives’ rather than metrics. You may want to refer to the Balance Scorecard Institute’s web page: “What is a Strategy Map?” or other references on the topic.] [5 marks] https://balancedscorecard.org/bsc-basics/what-is-a-strategy-map/ 3 Task 4 Using the strategy map you developed in question (2), construct a Balanced Scorecard suitable for Maple Leaf Consulting at the organizational level. Outline how each metric would be quantified and calculated. [7 marks] Task 5 Given MLC’s circumstances as outlined in the case narrative, are MLC’s senior managers more likely to use the Balanced Scorecard interactively or diagnostically? Briefly explain your reasoning. [3 marks] END Revised: 6 August 2022 (MYT) General Instructions Tasks 1 Task 2 Task 3 Task 4 Task 5
Sep 11, 2022
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