Analysis of Relation between Model of Balanced Scorecard (BSC) and Organization Performance

Intoday's competitive environment, the survival of enterprises depends on continuous improvement of performance in order to maintain and increase competitiveness and achieve higher profits. This is followed by setting goals, planning and therefore evaluation of the operation in order to be informed of the degree of success in achieving the predominated goals. Traditional methods of performance evaluation are mainly based on financial criteria and many of the effective qualitative criteria of the so called company is ignoring customer satisfaction. In this regard, the Balanced Scorecard and Excellence was introduced in the 1990s. Considering the importance and value creation The two organizations aim of this study was to assess the dimensions of the BSC model to improve the performance and excellence of Aghajari oil and gas exploitation company. Methods: This study aimed to analyze the relationship between the implementation model of balanced scorecard ( BSC) with the performance of companies operating in the Aghajari oil and gas in 2014. In this study, one main question and four sub-questions have been raised. The results of the questionnaire show that the compilation, implementation and enhancement the four aspects of the so called model and putting them in the organization bed helps the managers to line their strategic goal in the whole levels of the organization and ensure that all personels are aware of their long-termed business goals a and its realization strategy. The population of the study was 185 people top managers, middle, heads and experts of the company and due to the distribution of the functional units, number of samples have been taken and 125 people have been considered to be the main sample. Results: After explaining the survey it was found that 94 percent of the respondents regard the four BSC aspects to be important in the performance of ofAghajari oil and gas Exploitation Company,