Illustrates the adaptation and implementation of a management tool by the private sector, Balanced Scorecard, in a public school district. As part of a continuous improvement initiative, the director of planning and policy promotes a strategy map and indicators for the district. She then helps stage the display down to the individual school performance, and up to the school board, where it is used to control and direct the achievement area. Realization, however, gets some of the problems, when the chief retires, then high turnover among its replacement. Allows you to discuss the role of centralization and decentralization in the creation of school goals and reporting issues arising from the implementation of performance management in the school districts, as well as the role to direct and control the movement of improvements in school achievement. "Hide
by Robert S. Kaplan, Monica Lee Source: Harvard Business School 20 pages. Publication Date: January 18, 2007. Prod. #: 107029-PDF-ENG
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