International Journal of Business and Social Science

ISSN 2219-1933 (Print), 2219-6021 (Online) DOI: 10.30845/ijbss

Organizational Leadership and the Balanced Scorecard: Lessons to be learned from Marketing Activities in a Nonprofit Setting
Billy Dillon

Leaders of nonprofit organizations have a difficult time assessing the success of their organization. When comparing nonprofit organizations to for-profit organizations, for-profits have the liberty of measuring their success simply by looking at the bottom line. Measuring success or failure of nonprofits is not so simple. As nonprofits tend to cater to emotion and the public good, the bottom line is not as valued as it is in for-profit organizations. Many nonprofits have turned to the Balanced Scorecard to measure their success rate. This paper looks at two real life examples as well as one case study that describe how the Balanced Scorecard has been altered by nonprofit leadership to fit organizational needs.

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