In recent years, the healthcare policies and medical environment in Taiwan are changing, many hospitals face the pressure of their operating, and the surviving problems encounter many hospitals, especially for community hospitals. Because the development of hospitals in Taiwan is polarized, the number of community hospitals decreases abruptly in recent years. Foreseeably, community hospitals will face more difficult challenges and surviving problems. Therefore, the case study hospital wants to build a strategic performance system by using balanced scorecard (BSC) and chooses the hemodialysis center as the first unit to implement BSC. To introduce BSC into the hospital, we expect that BSC can transform organization¡¦s objectives into real actions, increase the competitive ability, and establish the foundation of the hospital¡¦s everlasting operation.
In the initial stage of the research, we developed a BSC team through SWOT analysis and group thinking to make the mission, core value, and vision of the community hospital and hemodialysis center, developed the strategies of the hemodialysis center, and completed the components of BSC. Afterwards, according to the four perspectives of BSC: customer, finance, internal processes, and learning and growth, we made some measurable indicators of performance to evaluate the performance of the hemodialysis center through the paper review and team discussion. Moreover, the strategy goals are achieved, and the strategies are successfully implemented to help the hemodialysis center fulfill the mission, vision, and core value on the basis of the balance status of the performance measurement inside and outside.
The research used some measurable indicators to measure the performance of the hemodialysis center, and compared the information that is before and after BSC has been implemented. In addition to showing the implemented results, we also correct and update the BSC of the homedialysis center through the learning and feedback processes and make a more efficient BSC to build a better strategic performance management system. We also take care about the issue of resource invested and cost, and make some brief discussions. The most important thing is, during the research time, that we recorded some problems and obstacles when implementing BSC, and the information can provide some following researches as reference resources. Through the experience sharing, we hope that other community hospitals wanting to use BSC to build a strategic performance management system can reduce some obstacles and implement BSC more efficiently.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0126105-170321 |
| Date | 26 January 2005 |
| Creators | Hsieh, Chi-wei |
| Contributors | Kim-jean Chow, Hsueh-wen Chang, Zhao-song Zhang |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0126105-170321 |
| Rights | withheld, Copyright information available at source archive |
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