Analyze the importance of financial and non-financial measures that can be used by an international organization to achieve organizational objectives

All business units need to consider the importance of financial and non-financial measures. This provides benefits to achieve key organizational objectives. Employee success depends primarily on how administrators and employees measure financial and non-financial performance. To understand the concept of how organizations achieve organizational goals, it is necessary to define financial performance. This is "measuring the degree of subjectivity of acquiring company's assets from the main business model and creating revenue".

Performance Metrics: Indicators of work and results achieved in an activity, process, or organizational unit. Performance metrics should be non-financial and financial. Performance measurements can be benchmarked on a regular basis by comparison. For example, the general performance indicator of the logistics center is the percentage of the order contract rate. The attributes of good performance measurement are as follows. • Measure only important content - This measurement focuses on important aspects of process performance. • Can be collected economically - processes and activities are designed to easily obtain relevant information. • Visible - Measured values ​​and their causal effects can be used immediately by each person to be measured. • Easy to understand - This measure tells the measurement content and its source at a glance. • Process Orientation - This metric provides an appropriate trade-off between utilization, productivity, and performance.

Research is comparable to the importance of performance evaluation in improving productivity. Traditionally, however, the organization's performance indicators were finance such as cost and time, but in the last decade non-financial indicators have been introduced that provide a broader range of performance measurement systems. It is the best balance scorecard system. The Balanced Scorecard is a tool for converting strategies into organizational management and strategic planning, allowing organizations to decide if a project is developing a strategy (J. Norrie, DHT Walker, 2004) . Over the past decade, this system has been developed, implemented, and tested by multiple organizations. It shows the effectiveness of the system of each organization. A balanced scorecard system was developed and released in 1992 by Kaplan and Norton. Balanced scorecard system also includes financial indicators and non-financial indicators.

It is an organizational process that involves strategic planning, setting, goals, resource management, human asset and financial asset development necessary to achieve the goal, and measurement of results. Management also includes recording and storing facts and information for later use or for other people in the organization. Management functions are not limited to administrators or supervisors. Each member of the organization has several management and reporting functions as part of its work. This management definition is deeper and customized for business administration. Please note that it consists of 3 main activities. First of all, it is a management plan. The plan will be the roadmap of the work to be completed. Next, management assigns resources to execute the plan. Third, management measures the results to understand the final product and the results initially assumed.