Volume 2, Issue 3 (2017)
Manage Strat Health Syst 2017, 2(3): 173-180 |
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Zomorrodi-niat H, Ebrahimipour H, Hooshmand E, Vafaee-najar A. Designing a Strategy Map with Balanced Scorecard Approach (A Case Study in Montaserieh Hospital). Manage Strat Health Syst 2017; 2 (3) :173-180
URL: http://mshsj.ssu.ac.ir/article-1-107-en.html
URL: http://mshsj.ssu.ac.ir/article-1-107-en.html
Professor, Social Determinants of Health Research Center, Mashhad University of Medical Sciences, Mashhad, Iran , vafaeea@mums.ac.ir
Abstract: (4443 Views)
Background: A tool by which all individuals in an organization can understand the strategies of the organization in an overview is a strategy map. The purpose of this research is to formulate a strategy map in Montaserieh Hospital with a balanced scorecard approach.
Methods: This is a qualitative and applied study that was conducted in Montaserieh Hospital of Mashhad in 2016. Initially, in group discussions with the analysis of the hospital's strategic plan: the Vision, strategy themes, and a list of goals related to the strategic plan were categorized into 4 perspectives of the balanced scorecard: financial, customer, internal processes, and learning and growth. By summarizing experts' opinions and various reviews, the way of achieving these specific goals and the relationship between goals in the perspectives were completed. Finally, about 22 different relationships were made which were related to the impact of perspective goals on each other and to reach the ultimate goals and vision. Therefore, the hospital strategy map was drawn up.
Results: By reviewing the level of balanced scorecard perspectives and linking their goals, customers' perspective was at the highest level and, respectively, financial perspectives, processes, and growth and learning at the next levels. "Empowering the required" as the most basic goal and "customer satisfaction" was at the top of the strategy map.
Conclusion: Investing in the field of growth and learning is very important since the employee ultimately affects the organization's outcomes and process and the goals of other perspectives and the vision of the hospital are realized by them.
Methods: This is a qualitative and applied study that was conducted in Montaserieh Hospital of Mashhad in 2016. Initially, in group discussions with the analysis of the hospital's strategic plan: the Vision, strategy themes, and a list of goals related to the strategic plan were categorized into 4 perspectives of the balanced scorecard: financial, customer, internal processes, and learning and growth. By summarizing experts' opinions and various reviews, the way of achieving these specific goals and the relationship between goals in the perspectives were completed. Finally, about 22 different relationships were made which were related to the impact of perspective goals on each other and to reach the ultimate goals and vision. Therefore, the hospital strategy map was drawn up.
Results: By reviewing the level of balanced scorecard perspectives and linking their goals, customers' perspective was at the highest level and, respectively, financial perspectives, processes, and growth and learning at the next levels. "Empowering the required" as the most basic goal and "customer satisfaction" was at the top of the strategy map.
Conclusion: Investing in the field of growth and learning is very important since the employee ultimately affects the organization's outcomes and process and the goals of other perspectives and the vision of the hospital are realized by them.
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