Strategic Map for Hospital Management: Perspectives and Priorities

Niemiec, Andrzej

doi:10.14254/2071-789x.2016/9-3/6

Cited by 4 publications

(3 citation statements)

References 28 publications

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“…Nonetheless, the potential value and relevance of the BSC in addressing the distinctive challenges faced by hospital managements is well-supported in other studies, for example, those of Gurd and Gao (2007), Emami and Doolen (2015), Trotta et al (2013) and Niemiec (2016). The British National Health System has implemented the BSC (Radnor and Lovell, 2003).…”

Section: The Balanced Scorecard and The Health Care Environmentmentioning

confidence: 82%

Bureaucracy and the balanced scorecard in health care settings

Oliveira

Rodrigues

Craig

2020

IJHCQA

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PurposeWe explore the relationship between the balanced scorecard (BSC) and neo-bureaucracy by investigating whether the operationalization of the BSC incorporates “neo-bureaucratic” ideas and whether the BSC implemented in a Portuguese Local Health Unit (LHU) demonstrates a neo-bureaucratic approach.Design/methodology/approachWe conduct semi-structured interviews with LHU staff and analyse documents to assess whether features of bureaucratic organization were evident in the use of a BSC by the LHU.FindingsWe found nine bureaucratic features evident in the LHU's BSC. These were systematization, rationality, authority, jurisdiction, professional qualification, knowledge, discipline, transparency and accountability. The BSC used at the LHU demonstrated a neo-bureaucratic approach.Originality/valueOur study helps to demystify bureaucracy and overcome prevailing prejudices regarding some of its principles. Health care managers should recognize and endorse neo-bureaucratic principles in developing a BSC. They should recognize the BSC as involving a neo-bureaucratic approach. The BSC is a valuable management tool that hospital managers should find useful in fostering flexibility, collaboration, innovation and adaptation – all of which should help lead to improved healthcare outcomes.

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Section: The Balanced Scorecard and The Health Care Environmentmentioning

confidence: 82%

Bureaucracy and the balanced scorecard in health care settings

Oliveira

Rodrigues

Craig

2020

IJHCQA

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“…Financial measures are fundamental to the strategic management of health services with financial measures representing essential resources to achieve the patient (customer) and internal process perspectives. 39 With health services prioritising patient outcomes over profit, the financial perspective more accurately reflects a constraint to achieving key performance indicators rather than a measure of success based on profit. This is particularly pertinent as all MHS utilising the BSC were not-for-profit organisations.…”

Section: Financial Perspectivementioning

confidence: 99%

The Use of Balanced Scorecards in Mental Health Services: an Integrative Review and Thematic Analysis

Brimelow

Amalathas

Beattie

et al. 2022

J Behav Health Serv Res

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Performance management of mental health services (MHS) through quality reporting of strategic indicators and goals is essential to improve efficiency and quality of care. One such method is the balanced scorecard (BSC). This integrative review of peer-reviewed and industry implemented BSCs in MHS aims to inform future development of a more comprehensive mental health–focused benchmarking tool. A two-part systematic literature search consisted of peer-reviewed published literature on MHS specific BSCs utilising the PRISMA guidelines in addition to industry published BSCs available online. A total of 17 unique BSCs were identified. A total of 434 indicators were subject to thematic analysis identifying 11 key themes: prevalence, accessibility, services provided, clinical outcomes, client satisfaction, client involvement, staff motivation, staffing levels, governance and compliance, development, and costs and revenue. These themes represented the measures that MHS believed measured key performance criteria in alignment with their organisational objectives.

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“…Организация производственно-технического использования оборудования охватывает широкий Одним из основных компонентов оценки реализации стратегии управления эксплуатацией является стратегическая карта [7][8], которая позволяет наглядно представить взаимосвязь функциональных областей стратегии, показателей, объектов стратегического управления и планируемых результатов.…”

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Evaluation of integrated management strategy for hydropower facilities operation

Lifar¹,

Brom²

2020

OSB

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Strategic Map for Hospital Management: Perspectives and Priorities

Cited by 4 publications

References 28 publications

Bureaucracy and the balanced scorecard in health care settings

Bureaucracy and the balanced scorecard in health care settings

The Use of Balanced Scorecards in Mental Health Services: an Integrative Review and Thematic Analysis

Evaluation of integrated management strategy for hydropower facilities operation

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