Subject category:
Finance, Accounting and Control
Published by:
Harvard Business Publishing
Version: 9 April 2001
Length: 16 pages
Data source: Field research
Share a link:
https://casecent.re/p/41151
Write a review
|
No reviews for this item
This product has not been used yet
Abstract
A large urban medical center implements the Balanced Scorecard management tool. Elaine Brennan, senior VP of operations, has reorganized a highly functional health care organization into decentralized patient care centers and support units. Having recently endured the pain of a major downsizing, she wants the various constituents - senior managers, physicians, nurses, technicians, and the work force - to explore implementing a new strategy focused on growth and patient care. But the existing measurement and management system reports only on costs and financial results. She introduces the Balanced Scorecard as a mechanism to increase attention to and accountability for quality, service, work environment, and employee outcomes, as well as revenues and costs.
Location:
Other setting(s):
1998-1999
About
Abstract
A large urban medical center implements the Balanced Scorecard management tool. Elaine Brennan, senior VP of operations, has reorganized a highly functional health care organization into decentralized patient care centers and support units. Having recently endured the pain of a major downsizing, she wants the various constituents - senior managers, physicians, nurses, technicians, and the work force - to explore implementing a new strategy focused on growth and patient care. But the existing measurement and management system reports only on costs and financial results. She introduces the Balanced Scorecard as a mechanism to increase attention to and accountability for quality, service, work environment, and employee outcomes, as well as revenues and costs.
Settings
Location:
Other setting(s):
1998-1999