Demonstrates the variation and implementation of the private sector management tool, the Balanced Scorecard, to some public school district. Included in a continuing improvement initiative, the Director of Planning and Policy facilitates the introduction of a method map and scorecard for that district. She then helps cascade the scoreboard lower to individual school scorecards, and as much as the college board, where it's accustomed to monitor and advice the district's achievements. The implementation, however, hits some problems once the superintendent resigns, then high turnover among his substitutes. Allows attorney at law from the role of centralization versus decentralization in setting school objectives and accountability, problems that arise when presenting performance management into public school districts, and also the role for leadership and governance in driving enhancements in class achievement.
1. The case argues that Dolinger tried to implement private sector practices to improve performance. However, the balanced scorecard needed adaptations from how it is used in a for-profit firm. What are the two biggest differences between the balanced scorecard in Fulton County School System and a typical for-profit firm?
2. Give two possible improvements to the existing balanced scorecard and explain why these changes would improve the balanced scorecard at Fulton County School System.
3. The lectures on the balanced scorecard identified some problems with the balanced scorecard in general. Explain the most important shortcoming for the Fulton County School System.