Issues in Science & Technology, 25(4), 57-60. Retrieved from Academic Search Premier Database. After almost two decades of advocacy, the health care system might finally be ready to take full advantage of information technology to improve quality and efficiency. Schwartz, R., & Cohn, K. (2002). The necessity for physician involvement in strategic planning in healthcare organizations. American Journal of Surgery, 184(3), 269. Retrieved from Academic Search Premier Database. Strategic planning is necessary in health care organizations to meet the constraints of a lean economy, rapidly changing technologies, and an unprecedented need to provide quality services at affordable prices. It offers a structure for assessing core strengths and environmental conditions and an innovative approach to enhance revenue and minimize costs. Scotti, J., Behson, S., Farias, G., Petzel, R., Neumam, J., Keashly, L., et al. (2003). Effects of High-Involvement work Systems on Employee Satisfaction and Service Costs in Veterans Healthcare. Journal of Healthcare Management, 48(6), 393-406. Retrieved from Academic Search Premier Database. Two strong imperatives for healthcare managers are reducing costs of service and attracting and retaining highly dedicated and competent patient care and support employees. Is there a trade-off or are there organizational practices that can further both objectives at the same time? Marshall, M., & Davies, H. (2000). Performance Measurement and Management of Healthcare Professionals: Some Topical Issues. Disease Management & Health Outcomes, 7(6), 305-314. Retrieved from Academic Search Premier Database. Wicks, A., & St. Clair, L. (2007). Competing Values in Healthcare: Balancing the (UN) Balanced Scorecard. Journal of Healthcare
7 Leadership & Management Management, 52(5), 309-324. Retrieved from Academic Search Premier Database. Most healthcare organizations have good strategic plans, but the execution of these plans frequently fails. This chapter demonstrates how organizations can use the balanced scorecard to move strategy to execution consistently. First, it examines traditional management systems and explores their failures.
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- Spring '14