Case Study: Performance Management and Peel Memorial Hospital Hospitals and regional health authorities throughout Canada are currently facing problems. Mergers, forced, closures, and funding restraints are major challenges that the healthcare industry currently faces (Harber, 1998). Furthermore, there are cultural differences in addition to non-acute and community-based services (Harber, 1998). While all of these challenges are faced, the healthcare industry must remain loyal to their customers and provide quality services while ensuring that the stakeholders remain pleased with the current financial situation of the industry and individual hospitals; this is done by setting a mission, or vision statement, and fulfilling all of its requirements. 1995 was a “watershed year” for Peel Memorial Hospital (PMH) in Brampton, Ontario (Harber, 1998, p. 59). The corporate goals and objectives were not being met as they were in the past. Additionally, the mission statement was not clear as to the objectives of the organization and there was no knowledge (among staff) as to what strategic direction the organization was moving in. In 1994, PMH embarked on a comprehensive Continuous Quality Improvement (CQI) training program for all staff; this was followed by a “flurry” of departmental and interdepartmental improvement initiatives (Harber, 1998, p. 59). There were several questions with few answers as to the direction the organization was heading and how their goals were to be achieved. To assist with this, the company entered into a partnership with Xerox Quality Services, who had significant experience in the industry and could put PMH on the right track to success. The adoption of a balanced scorecard was crucial for the company’s s... ... middle of paper ... ...ically the balanced scorecard, identifies performance in the most effective manner. While there are alternatives available, PMH found that this method improves patient satisfaction, staff satisfaction, and improvements in essentially all areas of the organization. When an employee knows he or she is being tracked on performance, the positive results are going to follow. Not only does this improve employee morale throughout the facility, as they know they are meeting expectations and feel good about their personal accomplishments, but it cuts cost as an efficiently-run organization does not need to implement changes (which cost money). References Harber, B. W. (1998). The Balanced Scorecard: Solution at Peer Memorial Hospital. Hospital Quarterly. References Harber, B. W. (1998). The Balanced Scorecard: Solution at Peer Memorial Hospital. Hospital Quarterly.
There have been many factors that have led Coastal Medical Center to their current position, however, most of these problems stem from the former chief executive officer, Ron Henderson. During Mr. Henderson’s...
SGH has been plagued with patient quality issues, therefore SGH finds itself in a situation which is inherently antithetical to the mission of the hospital. The costs of healthcare continue to rise at an alarming rate, and hospital boards are experiencing increased scrutiny in their ability, and role, in ensuring patient quality (Millar, Freeman, & Mannion, 2015). Many internal actors are involved in patient quality, from the physicians, nurses, pharmacists and IT administrators, creating a complex internal system. When IT projects, such as the CPOE initiative fail, the project team members, and the organization as a whole, may experience negative emotions that impede the ability to learn from the experience (Shepherd, Patzelt, & Wolfe, 2011). The SGH executive management team must refocus the organization on the primary goal of patient
After analyzing the Coastal Medical Center, it is apparent that the employees and staff have no conception of the mission, vision, and values of this health care facility. In addition to this lack of structure, CMC has many projects in the midst of production that lack support of a common goal, employees are unsatisfied with their jobs, the two boards lack ability to agree on strategic decisions for the organization,, and the medical center has a dismal reputation when it comes to quality care.
Honor Health is a hospital and physician provider system located in phoenix Arizona. Honor health is relatively new hospital chain, more specifically it is the result of a merger of Scottsdale hospital and the John C. Lincoln Health Network (Alltucker, 2013). Honor Health’s mission statement is relatively short, comprising only a single sentence. Their mission and vision statements are, “To improve the health and well-being of those we serve” and, “To be the partner of choice as we transform healthcare for our communities” (Honor Health, 2015). While their vision and mission statements impart a direction and goal for their organization, the vagueness of both statements may cause problems in guiding targeted strategic initiatives. This essay
Furthermore, a SWOT analysis was conducted to determine the strengths, weaknesses, opportunities, and threats of West Florida Regional Medical Center (Hill, Jones, & Schilling, 2004, p. 17). Although there were a number of quality control issues at West Florida Regional Medical Center, the hospital did however have several strengths. West Florida Regional Medical Center has a strong support group including the military, government, business, and education (Rakich, Longest, & Darr, 2010, p. 318). Another major supporter involve include John Kausch, HCA’ CEO himself; not only is he fully involved in the whole process, he also possesses good management skills (Rakish et al., 2010, p. 317). Dr. Batalden, another knowledgeable individual who understand the positive
At its most fundamental core, quality improvement of healthcare services and resources requires disciplined attention to the measurement, monitoring, and reporting of system performance (Drake, Harris, Watson, & Pohlner, 2011; Jones, 2010; Kennedy, Caselli, & Berry, 2011). Research points to performance measurement as a significant factor in enabling strategic planning processes and achievement of performance goals (Tapinos, Dyson & Meadows, 2005). Thus, without a system of measurement that accounts for the performance behaviors of healthcare professionals, managers and administrative employees, quality improvement remains a visionary abstraction (de Waal, 2004).
It is important for all businesses to understand and observe their strengths and weaknesses. How the organization adapts and changes to fix it’s weaknesses determines the overall success of the business. The Glens Falls Hospital, like all organizations, has a variety of good and bad qualities. Geographically, the Glens Falls Hospital is the largest hospital facility from Albany, New York to Montreal, Canada (About Glens Falls Hospital, 2018). They offer 26 different hospital services ranging from sleep disorders to wound healing, and snuggerys. With such a large geographic reach, the different hospital services are very useful for their organization. Since 2017, the Glens Falls Hospital has hired two new board members. It is important
The Balanced Scorecard (BSC) was developed by Kaplan and Norton as a performance management tool and was intended to assist organizations look beyond financially weighted Performance Management Systems. Their underlying premise was ‘what you measure is what you get’. (Fenton–O’Creevy, 2003, pp 14-7).
Gary Cokins, Founder of Performance Management, LLC writes that a common misconception about the balanced scorecard is that it is designed to monitor results, when in fact its purpose is to report the preselected KPIs whose intent are reflected in executive strategy,
In the mid 1980s, and into the 1990s, business leaders realized that a renewed focus on quality was required to continue to compete in an expanding global market. (NIST, 2010) Consequently, several strategic frameworks were developed for managing, and measuring organizational performance. Among them were the Malcomb Baldrige National Quality Award, which was created by and act of congress and signed into law by the President in 1987, and The Balanced Scorecard, which is a performance management tool that was born out of research conducted in the late 1980s and early 1990s by Robert S. Kaplan, and David P. Norton published in 1996 (Kaplan, 1996). Initially the renewed emphasis on quality management systems was a reaction to the LEAN approach
In the quest for better and quality services, we have taken the following steps. First, integrating performance into our strategic objectives. We acknowledge that health care is definitely a complex, and adaptive systems where relationships and interactions of many different components simultaneously are affected and shaped by the system. As described, it is imperative to integrate performance improvements within the strategic objectives of the health care organization. Strategic objectives like focusing on populations health management, developing a center of excellence for cardiovascular services or even being an accountable health care organization (ACO), all need performance improvement so as to be
The Balanced Scorecard is a strategic planning and management system used to align business activities to the vision and strategy of the organization by monitoring performance against strategic goals. It is used extensively in business and industry, government and non-profit organizations worldwide to provide a framework that not only provides performance measurements, but helps planners identify what should be done and measured.
This study is related to a case conducted at Faith Community Hospital to assess the problems due to issues with their mission statement and how it is being interpreted. According to the CEO of Faith Community Hospital, very few of the members and partners seem to be following the mission statement. There are issues with organizational processes, ethics issues, and communication systems. Many staff members are operating as individuals and not as a collective unit based on their values. A moment's distraction can result in a tragic outcome.
Performance management is a useful and powerful tool that can be used by managers to identify what areas of their organisation they need to improve to increase the organisation’s overall performance. The idea of a balanced scorecard enforces a sensible distribution of resources and effort across all aspect of performance an organisation is, or should be, concerned with.
Performance management is a continuous process that creates a working culture to encourage employees to improve their work performance and reach their full potential during their stay of employment. Performance Management also provides strategic direction, develop competency in employees and instill organization value. This paper will identify methods and affects that performance management plan has on the organization and their employees.