Vol. 1, Issue 11, Part O (2015)

Abstract
The Université des Mascareignes (UDM) is at the crossroads of its development. In 2015, it is a frail condition due to the fact that it operates without a Director and a full-fledged board. This, in turn, affects the competitiveness of the university since its day-to-day running is dependent on the work that its middle or lower-level staff are undertaking. Bearing in mind that this scenario is short-term based, the author, who is also a full-time academic of the UDM, used the Kaplan and Norton Balanced Scorecard model to analyse the present situation in his institution and develop a framework that could be useful in re-establishing standards of good performance of the university. In consequence, it is purported that synergies across the four metrics of the model should be developed. The need to have a sound financial synergy depends on how management makes the compromise between funding allocated and capital created. This is fuelled by customer synergy where there is a demand to maintain high levels of customer demand and satisfaction through the offer of excellent courses and service. Ultimately, good internal operation process synergy is needed followed by learning and growth synergy that should come from effective training, motivation and reward for the staff.