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1. The traditional balanced scorecard approach is comprised of four main elements, customer, finance, internal business process, and learning and growth (Kao et al., 2017). The customer element is primarily concerned with factors such as customer satisfaction and customer acquisition. The finance element is focused on whatever factors of the organization that will lead to financial benefit. The internal business process is focused on the internal processes with the organization that leads to the benefit of their stakeholders. Finally, the learning and growth element focuses on what is necessary to adapt to a changing working environment. This helps assist the organization to create and develop new work policies that provide be lasting benefits to the employees.

2. The balanced scorecard approach can create a congruence between performance management and the strategic plan of an organization by its attempt to create long-term, sustainable success in a consistent way in several different areas within the company (Rafiq et al., 2020). The strategic plan of an organization is normally a well-defined set of steps that the company must take in order to achieve their overarching goals. Research shows that the balanced scorecard approach greatly benefited the achievement rate of an organizations strategic plan just after three years that this performance management tool was put into place (Rafiq et al., 2020). This is partially due to that balanced scorecards act not only as a performance management system, but an active operating tool that allows managers to establish an organizational framework.

3. In my current organization I believe the optimal order of the balanced scorecard elements should be learning and growth, internal business processes, customer, and financial. Farokhl & Roghanian (2018), suggest that the learning and growth portion of the balanced scorecard has the most influence on the other three elements. If an organization can properly capitalize on their growth and can focus on ways to adapt to a changing work environment, their chances of achieving their strategic plan greatly increases. I work at a university, so learning and growth helps keep us competitive and able to increase our enrollment on a yearly basis. Additionally, we want to be able to focus on out internal business processes and customer elements next to ensure both out employee and students are satisfied. Finally, like all organizations the financial side is important, but because we are a nonprofit university the financial side come last.

4. As a manager I could incorporate biblical principles into the process of implementing a balanced scorecard approach by supplying biblical truths and linking them to specific facets of the scorecard. 1 John 3:17 (New International Version, 2011), speaks of how one is to always love and value those around you. This verse can be used in conjunction with the customer facet by expressing to the organization of the importance of their customers. Proverbs 13:11 (New International Version, 2011), speaks of how its best to save money gradually over a long period of time rather than gained hastily. This verse can be used with the financial element by emphasizing the important of a long-term financial goal, rather than ways to make a quick profit.