Question

Based on your readings, discuss what have you learned about high performance and balanced scorecard/competing forces? Are measures missing? What measures are superior? (As always, be sure to draw from and cite relevant reference materials) Based on your readings, what have you learned about high performance and balanced scorecard/competing forces? Are measures missing? What measures are superior? What is your root cause analysis of what makes an organization high performing? What is your new idea for making the process better?

Answer 1

A Balanced Scorecard defines what management means by performance and measures whether management is achieving desired results. The Balanced Scorecard translates a company's mission and vision into objectives and performance measures that can be quantified and appraised. These measures typically include financial performance such as revenues or earning, customer value performance such as satisfaction or loyalty, internal business process performance such as productivity or quality, innovation performance such as employee suggestions, and employee performance such as morale or turnover.

It also works to articulate vision and strategy, identify the performance categories that best link vision and strategy to results, establish objectives, develop short-term milestones and long-term targets, ensure company-wide acceptance of the measures, and take action to close unfavorable gaps. Additionally, the Balanced Score Card helps business clarify their strategies, link strategies to budgets, track progress toward goals, facilitate change within the organization, compare performance, and increase awareness of vision and strategy.

- Improve sales Ine nts Quality and Innovation Interational Market Sales Ince Project Customer Perspective Financial Perspect

Root cause analysis of what makes a healthcare organization high performing?

1. Should not tolerate low performers. Organizations with leaders who reported a high percentage of low performers had lower HCAHPS results. Accordingly, hospital leadership must put into place hiring and performance evaluation tactics that rid the organization of low performers.

2. Alignment among senior leaders. A lack of alignment at the senior leadership level negatively affects results. For example, the survey found that even senior leaders within an organization varied in terms of the level of concern they had for their organization's future and the urgency in which their hospital should adapt.
If senior leaders don't see the environment the same way, you don't get the execution you need to see results.

3. Effective leadership training. Positive perception of leadership training was positively correlated with HCAHPS scores. That is, hospitals where leaders felt they were well prepared for their roles had higher HCAHPS results, on average, than organizations where leaders gave their training lower marks.

4. Effective leadership evaluation systems. Hospitals where leaders reported effective evaluation systems had higher scores, on average, than those that lacked strong leadership accountability systems.
"Hospitals and healthcare organisations with an evaluation tool that holds people accountable for performance provide better patient care.

5. Consistent leadership. High ratings on consistency of leadership positively affected results. Consistency requires alignment among leaders as well as low turnover among these leaders.

6. Standardization of best practices. Hospitals healthcare organisations that received high ratings by their leaders for implementing and standardizing best practices also had higher results, on average.

Identifying best practices really does not seem to be the problem. The problem is moving best practices. When they move best practices, they have positive outcomes.

How to make this process better?

Follow these steps to do this:

Step 1: Map the Process. Once you've decided which process you want to improve, document each step using a Diagram.

Step 2: Analyze the Process. Use your diagram to investigate the problems within the process.