Internal Business Process
In 1996, Duke Children's Hospital was facing tremendous challenges associated with a reduction in the number of Medicaid reimbursements that they were receiving from the government. To deal with these issues, the balanced scorecard approach was implemented at the facility. This is a tool that allows executives to effectively determine the various risks facing the business by looking at a number of elements to include: the financial, the customer, the internal organization and learning / growth. During the process of implementing these changes, the hospital followed on all encompassing approach. This helped to bring the various staff members into the strategy, which reduced the amounts of animosity surrounding any kind of proposed changes. Once this occurred, is when the staff and managers were working together to deal with these issues. ("Balanced Scorecard Basics," 2011) (Meliones, 2001, pp. 21 -- 29)
Analysis
The hospital focused on three key areas of their internal operations to include: key performance indicators, staff satisfaction and regulatory areas. The key performance indicators are when you are measuring the productivity of each segment. Staff satisfaction is when you are ensuring that the strategy is addressing any kind of concerns that they may have about the process. This will reduce the underlying levels of resistance to any kind of proposed changes. Regulatory is when everyone is concentrating...
Internal Business Process Perspective balanced scorecard turns attention aspects organization's operations possibility direct control managers employees. The balanced scorecard at Duke's Children Hospital In the context of a rapidly evolving society, the health care sector must also develop new mechanisms by which to keep up with the emergent changes and challenges. One example in this sense is represented by the implementation of business tools and techniques within the act of health
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