scholarly journals To the Problem of Increased Efficiency in Health Care Strategic Management

2019 ◽  
pp. 50-55 ◽  
Author(s):  
Sergey Dvoynikov ◽  
Svetlana Arhipova
Keyword(s):  
Health Care ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Health Facilities ◽  
The Balanced Scorecard ◽  
The Road ◽  
Road Map ◽  
Modern Health Care ◽  
And Performance ◽  
Key Indicators

Introduction. Modern health care is a leader in the social sector in terms of the number of public-private partnership projects. Monitoring of the implementation of strategic projects proves that the targets on the key indicators of the road map are reached. However, experts give a negative assessment of the availability and quality of medical care. Methods. The article describes the experience of using the balanced scorecard as an instrument for linking the key health care indicators and performance indicators of individual health facilities. Principles underlying cohesion and balance of the separate elements of the system are justified. Methods for identifying a statistically significant causal relationship between indicators are analyzed. A general model for the assessment of the attainment of the strategic goals by taking into account the three-level healthcare system is proposed. Results. The presented details on the structure of indicators could be used by managers of health facilities for the development of their own strategies. The article concluded that further specification on the methodology of obtaining objective information to assess the success in health care strategic management is necessary.

Supply Chain Performance Measurement and Organizational Alignment in the Digital World

2019 ◽  
pp. 128-154
Author(s):  
Ehap Sabri ◽  
Rohan Vishwasrao
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
Maturity Model ◽  
Maturity Models ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Digital World ◽  
Road Map ◽  
And Performance

The authors describe how organizations can leverage the maturity model approach in conjunction with foundational concepts of perspective-based performance evaluation models like the balanced scorecard (BSC) to define a comprehensive performance measurement framework. A maturity model by design provides a road-map to the next level of performance. In this chapter, the authors propose using maturity models as a structured way of identifying current capability or maturity level of any supply chain. The authors provide guidance on selecting the right “causal linkages” between supply chain objectives and performance measures. They then define a mechanism for specifying even more granular definitions of measures linked to strategic objectives, as the level of maturity progresses. In this chapter, the authors survey widely used supply chain/business process maturity models and current practices related to measuring operational metric. And then present a tiered framework for operational metric alignment and KPI governance based on perspective-based modeling design principles.

scholarly journals Strategy Map Development for the Central Bank of Nepal Using Balanced Scorecard

2021 ◽  
Vol 17 (1) ◽  
Author(s):  
Shova Niroula ◽  
Qingmei Tan ◽  
Aswin Parajuli
Keyword(s):  
Central Bank ◽  
Balanced Scorecard ◽  
Relevant Literature ◽  
Future Research ◽  
Internal Process ◽  
Road Map ◽  
Strategic Goals ◽  
Strategy Map ◽  
And Performance ◽  
Key Indicators

This paper focuses on how the development of the strategy map for the Central Bank of Nepal is done by linking the key measures with the four perspectives of Balanced Scorecard perspectives (finance, customer, internal process, and learning and growth). The central bank is a vital part of an economy, and therefore it should not limit its strategy implementation and performance measurement within the financial perspectives only. So, this paper serves the purposes of creating a road map for discovering the key indicators to create the strategy map and to support future research in the Nepalese banking field. In the absence of a previous strategy map, the strategic goals of the bank were derived from the relevant literature, the bank’s vision, mission, goals, and mandates followed by the expert’s selection. A list of the bank’s strategic goals was derived from the survey questionnaire corresponding to the four perspectives of Balanced Scorecard. The measures of perspective were studied by factor analysis. The research therefore uses a descriptive-exploratory method. Finally, the strategy map was developed and the result consisted of the strategic goals and measures in financial, customer, internal process, and learning and growth.

Using the Balanced Scorecard to Align Strategy and Performance in Long Term Care

1998 ◽  
Vol 11 (3) ◽  
pp. 33-38 ◽  
Author(s):  
Melanie MacDonald
Keyword(s):  
Health Care ◽  
Balanced Scorecard ◽  
Long Term Care ◽  
Care Facility ◽  
Health Care Facility ◽  
Term Care ◽  
The Balanced Scorecard ◽  
And Performance ◽  
Rehabilitative Services

The Sisters of Charity of Ottawa Health Service (SCOHS) is a Canadian health care corporation that has adapted Kaplan and Norton's balanced scorecard to enhance strategic management and measurement in a multisite health care facility comprising long term care, continuing complex care, rehabilitative services, palliative care and ambulatory care. This article discusses how the SCOHS has incorporated the following principles into the balanced scorecard: demonstration of cause and effect; inclusion of outcomes and performance drivers; linkage to fiscal and utilization indicators; and integration of the mission and values of the organization. Examples of corporate level outcomes and performance measures are provided in the form of lead and lag indicators.

scholarly journals PENERJEMAHAN RENCANA STRATEGI MENJADI PROGRAM KEGIATAN MENGGUNAKAN BALANCED SCORECARD UNTUK PENGUKURAN KINERJA DAN AKUNTABILITAS DINAS LALU LINTAS DAN ANGKUTAN JALAN

2020 ◽  
Vol 30 (2) ◽  
pp. 151
Author(s):  
Wahyudi Wahyudi ◽  
Bambang Tjahjadi
Keyword(s):  
Strategic Management ◽  
Success Rate ◽  
Balanced Scorecard ◽  
Mission Statement ◽  
Road Traffic ◽  
Strategic Plan ◽  
The Balanced Scorecard ◽  
The Road ◽  
Activity Program ◽  
Level Of Understanding

Introduction: The purpose of this study is intend to knowing the level of understanding of person who make initiative related to the strategic plan of Dinas Lalu Lintas dan Angkutan Jalan Provinsi Jawa Timur; also knowing the methods used in elaborating a strategic plan into initiative; c. Knowing the performance measurement has been using as expected; and provide inputregarding the efforts that need to be done in translating strategicplans.Methods: This study uses the Balanced Scorecard model as a strategic management system to translate the strategic plan into an activity program at the Road Traffic and Transportation Office of East Java Province.Results: The results of this research indicated that a Vision Statement Dinas Lalu Lintas dan Angkutan Jalan Provinsi JawaTimur can not provide a clear picture about the success rate to be achieved; b. Mission Statement Dinas Lalu Lintas dan Angkutan Jalan Provinsi Jawa Timur have not been able todemonstrate the importance of the existence of the Office; c.Formulation of document strategic plan Dinas Lalu Lintas dan Angkutan Jalan Provinsi Jawa Timur has not been in accordance with what is expected; d. Realization of the budget that are noteffective and not performance oriented; e. Targetperformance of Dinas Lalu Lintas dan Angkutan Jalan Provinsi Jawa Timur has not been measured or is shaped qualitative rather than quantitative; f. Unavailability of data used as the basis for determining the level of achievement of a initiative.Conclusion and suggestion: The vision and mission statement of Dinas Lalu Lintas dan Angkutan Jalan Provinsi Jawa Timur needs to be restructure and rearrangement objectives, Goals and Strategies Department

Balanced Scorecard in the strategic planning of a construction company

2018 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Roberth Frias ◽  
Maria Medina
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Organization Theory ◽  
Management Control ◽  
Management Tool ◽  
The Balanced Scorecard ◽  
Construction Company ◽  
Construction Companies ◽  
The Impact

This research focused on the strategic management tool Balanced Scorecard and strategic planning, as a guide to guide the management of companies, allowing communication and the functionality of the strategy using KPIs that allow to identify, maintain control and increase efficiency and the achievement of optimal results. For the deductive hypothetical analysis, the specific factors that affect business management performance were grouped into two variables: Balanced Scorecard and Strategic Planning. The objective of the work was to demonstrate the impact of the Balanced Scorecard in the strategic planning of a construction company. In order to support the research, the following theories were approached: the Financial Theory, the Economic Theory of the Company, the Transaction Costs, the Network Theory, the Organization Theory, the Dependence on Resources, the Strategic Management Theory and the Business Diagnosis Theory. The result obtained confirms the hypothesis that there is a significant incidence of the Balanced Scorecard in the strategic planning of construction companies. In conclusion, the construction company has obtained significant improvements in the results in each of the indicators evaluated with the implementation of the Balanced Scorecard, demonstrating improvements in their management results, affirming that there is better performance and management control allowing them to achieve the organizational objectives set.

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

Design and planning of the balanced scorecard: A case study

2007 ◽  
Vol 26 (3) ◽  
pp. 217-227
Author(s):  
Ming-Hon Hwang ◽  
Hsin Rau
Keyword(s):  
Performance Evaluation ◽  
Balanced Scorecard ◽  
Process Management ◽  
Planning Process ◽  
Company Performance ◽  
Correct Process ◽  
The Balanced Scorecard ◽  
Strategy Planning ◽  
And Performance

In the industrial economy, evaluating company performance based on financial results was good enough. However, in the current globalized and highly competitive environment, maintaining long term competitiveness requires companies to engage in overall strategic planning and performance evaluation. The balanced scorecard is a tool or method for balancing an organization's performance and can react to situations where a company's direction becomes disoriented. This approach assists in strategy planning, process management, and performance evaluation from four perspectives, including financial, customer, internal process, and learning and growth. Good strategy planning provides companies with a correct management direction, correct process management ensures the efficient execution of plans, and correct performance evaluation illustrates the execution results. This study mainly focuses on how a large rubber company in Taiwan utilizes the balanced scorecard in its organization. As the technical perspective is important in the rubber keypad industry, besides the four above perspectives, this company has added the technical perspective. By introducing this company and its progress in implementing the balanced scorecard, this study hopes to provide other companies, especially rubber companies, with a planning direction and reference for the future implementation of the balanced scorecard.

The Balanced Scorecard

2017 ◽  
Vol 5 (2) ◽  
pp. 1-15
Author(s):  
Jorge Gomes ◽  
Mário Romão
Keyword(s):  
Organizational Performance ◽  
Balanced Scorecard ◽  
New Developments ◽  
Organizational Skills ◽  
The Balanced Scorecard ◽  
Customer Preferences ◽  
Innovation Activities ◽  
Measurement Tools ◽  
Physical Assets ◽  
And Performance

Organizations are challenged to develop new organizational skills such as flexibility or expertise in order to quickly respond to changes in technology, competition and customer preferences. Companies cannot be competitive or successful if their business and information systems and technology (IS/IT) strategies are not strategic aligned. Nowadays, the importance of intangible assets is higher than traditional physical assets and performance measurement tools need to capture this new reality. Measuring organizational performance is a continuous challenge for both managers and researchers. Balanced scorecard (BSC) is a powerful tool that gives to managers a fast, but comprehensive view of the business including operational measures on customer satisfaction, organization's innovation, activities improvement, as well as financial measurements. In this paper the authors address the BSC and promote the discussion about the strengths and the limitations and pointing out new developments to overcome the today´s business trends.

scholarly journals Application of the Balanced Scorecard to Realize Strategic Management of Wildlife Resources

Rangelands ◽  
2007 ◽  
Vol 29 (2) ◽  
Author(s):  
David R. Rios ◽  
Butch Thompson ◽  
Mickey W. Hellickson ◽  
Keyword(s):  
Strategic Management ◽  
Balanced Scorecard ◽  
The Balanced Scorecard
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