Key Factors of Successful Balanced Scorecard Implementation－Using a Long-term Care Strategic Business Unit of a Government Regional Teaching Hospital as an Example
Date Issued
2007
Date
2007
Author(s)
Lin, Yu-Wen
DOI
zh-TW
Abstract
As the gradually aging of world population, drastic reformation in health insurance system, concept changes in seeking doctors, the role of health care organization becomes more important, making hospitals facing a serious attack and predicament in management. In this situation, hospitals should set a proper management model and offer high quality medical treatment services to satisfy the medical treatment necessary for patients in order to make sure the sustainable operation of hospitals in the changing situations in both inner and outer environment. Using the (BSC) management model can make the case hospital to continuously reform and operate performance systematically and objectively by the establishment of a business operation entity, which is based on the employee learning. Also focus on costumer satisfaction and the persistent quality improvement.
The goal of this research was to understand the key factors to promote operational performance, competition, and how to reach the anticipated objectives by implementing BSC process, and determine the concrete contents of the activities in promoting the hospital performance, to find out the challenge and methods for improvement in the process.
Case study was applied in this research. Data was collected by the method of direct observation, archive documentation and personal interview. The research was focused on the problems, achievements, the key factors by implementing BSC model in the case hospital, and the thoughts from staff members. The BSC was introduced from January 2004 to December 2006. Secondary data were collected from 2002-2006. The result before（2002-2003） and after（2004-2006） using the model was compared. Interview was made in April 2007.
The result of this research revealed:
1. The performance in costumer, process, and learning perspectives of long-term care SBU were promoted to reach the anticipated target value by implementing BSC model. In 2006, the financial perspective reached the target value, which revealed the performance promotion of the invisible properties including learning, quality, and costumer perspectives. These can be transformed into the visible result like the promotion of tangible financial results.
2. Staff members who participated in the BSC model assured the function of BSC. They thought the BSC was useful in employees learning, medical treatment satisfaction, medical treatment quality and the operation performance of the health care organization. They also thought that the BSC is a good management tool that can conform the common communication language. The challenge by implementing BSC can be conquered by using the performance reward mechanism, proper manpower plan, strengthened communication mechanism in order to apply BSC smoothly.
3. In addition to the structural factors including the processes, framework, performance indicator determination and, valuable strategies making, the key factor to implement BSC successfully is a. the execution of the leader; b. continuous follow-up; c. developing the learning organization in order to reach the goal successfully.
In order to get the superior competitive, we recommend conforming each quality control method and linking it to the performance reward mechanism. The operation culture and management method of high-ranked manager can promote the performance. In the future, one can research the applicability of these key factors in the hospitals and their casual relationship with performance promotion.
Subjects
平衡計分卡
長期照護
經營績效
組織變革
領導管理
Balanced scorecard
Long-term care
Operation performance
Organization reformation
Leadership management
Type
thesis
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