For continuous improvement The improvement in the working environment is very

For continuous improvement the improvement in the

This preview shows page 32 - 35 out of 37 pages.

For continuous improvement The improvement in the working environment is very important, if your staff is satisfied then they will take care of your customers better. The under listed reasons define how capacity management support decision-making of the organization. This way you will able to know which all areas are there where you need to improve and where you are putting more efforts which you shouldn’t. This way the cost management can be done better and that will result in profit maximization. This way your decisions will be more accurate and effective This way you can make improvement faster with the time. You can forecast the changes in advance and can adopt when time comes. This way you able to ahead of your competitors Your goodwill can also improve if you your company is better in adopting the changes. Shi, L & Singh, D.A. (2017). Delivering healthcare in America: A system approach. (7th Ed.). Burlington, MA. Jones & Bartlett Learning. ASSIGNMENT For this assignment, you will be required to collaborate with classmates to develop a balanced scorecard. Your instructor will assign groups of 3 – 4 members.
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Your group's balanced scorecard should be prepared according to the guidelines found in the Rohm reading assigned in Module 6. For examples of balanced scorecards, review the examples given in the Balanced Scorecard Institute reading assigned in Module 6 (). This assignment uses a grading rubric that can be viewed at the assignment's drop box. Instructors will be using the rubric to grade the assignment; therefore, students should review the rubric prior to beginning the assignment to become familiar with the assignment criteria and expectations for successful completion of the assignment. SOLUTION Strategic Themes are the Pillars that support our mission and vision. Our strategic themes are formulated into four main elements Operational excellence Ensure quality and Patient safety Customer and community Focus Human Resource Development Our strategic perspectives are formulated to allow the organization to build a model of how creativity, talent, new ideas, collaborative interaction with customers interact with well-defined clinical processes, budgetary investments, sales results to create a competitive, sustainable hospital that can adapt resiliently to change. Our strategic perspectives are based on Finances and Accounting Customers and Stakeholders Internal business process Organizational growth and innovation Our Strategic Map depicts how these underlisted strategic objectives interrelate through a cause an effect relationship to meet the four perspectives. For each of the perspectives, our strategic objectives are as follows: Financial Perspective Grow patient volume to increase revenue Manage healthcare costs Implement better accounting policies Customer Perspective Provide quality, convenient and compassionate care
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  • Spring '15
  • Melinda Tolitsky
  • The Land, health care manager, Mr. Williams Pryor

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