جستجوی مقالات مرتبط با کلیدواژه « balanced scorecard » در نشریات گروه « پزشکی »

Parallel to the progress of services, organizational complexity levels in health care centers (HCCs) have increased. The influential factors in this regard include the variety of services, the non-uniformity of the centers’ management conditions, and the rising expectations from the health system. Therefore, considering many factors influenced and effective, improvement of health services requires development of a systematic approach to evaluate their efficiency and management system. The aim of this study was to develop a balanced scorecard (BSC) model suitable for HCCs using a hybrid approach that combines the Fuzzy Delphi and DNAP techniques. 

This research was a combined qualitative-quantitative study that was conducted with the aim of developing a BSC model suitable for HCCs. The statistical population consisted of 15 experts in health and medicine, who were selected based on the targeted snowball sampling. A researcher-made questionnaire and a 20×20 matrix questionnaire were used to collect the data. The questionnaire validity was calculated based on the experts’ opinions and the reliability was calculated using Cronbach’s alpha and consistency rate. The data was analyzed using Excel and MATLAB, and DNAP technique was used to determine the cause-and-effect relationship and the influence levels of the objectives. 

According to the results of the Fuzzy Delphi technique in the panel of experts, 5 viewpoints with 20 objectives of the BSC suitable for HCCs were identified and replaced the traditional viewpoints of the BSC. In addition, these results showed that the views of growth and development, intra-organizational processes, and social responsibility are considered as the influential factors due to the positive D-R values, while the views of patients and society, financial status, and performance are considered as the factors that are effective due to the negative D-R values.

The results of this study indicated that those points of view that are consistent with the goals of the HCCs should be used in the BSC in order to evaluate their performance. Also, prioritizing and determining the cause-and-effect relationship and considering the contribution of each point of view for achieving the goals of the HCCs can increase the performance.

Due to the level of complexity of healthcare organizations, many factors play a role in improving health services. Therefore, it is necessary to develop a systematic approach to evaluate their efficiency and management system.  Balanced scorecard can play a role in this field as an evaluation system by examining the cause-and-effect relationship of goals and drawing a strategy map.  Therefore, the purpose of this research was to develop a strategy map for healthcare centers with a balanced scorecard approach.

This was a qualitative and applied research conducted using mixed methods in 2019. The statistical population of the research included all health experts from medical sciences universities across the country, 15 of whom were selected based on a targeted snowball sampling. First, through the review of texts and articles related to the literature on the subject with a general search in foreign and domestic electronic databases, a list of balanced scorecard views and the goals related to health and treatment centers of comprehensive health service centers was identified. After that, through a researcher-made questionnaire, by asking experts their opinions using fuzzy Delphi method in 2 steps, the views and goals related to comprehensive health service centers were identified. Then, through the relationships of improved network analysis process technique based on DEMETEL, in 4 steps by Excel 2016 and Matlab 2014 software, the relationships between them were examined. Finally, the effect of goals and views on each other was determined, and a strategy map was drawn.

In this research, social responsibility, as a new perspective and the attitudes of patients and society, financial status and performance improvement, growth and development, and internal processes, replaced the main perspectives of the balanced scorecard, and social responsibility was designated as a new perspective. By examining the relationship between them, the perspectives of growth and development, intra-organizational processes, social responsibility, and other views were found to be effective.

Considering the complexity of the activities regarding comprehensive health service centers, replacing the views appropriate to the comprehensive health service centers with the main views provided by Kaplan and Norton (2004) can obtain the best results regarding the goals and strategy. Based on the cause-effect relationship of views, strengthening views and effective goals creates value for effective goals. Investing on influential views and goals will empower and promote the development of balance between income and expense, and the optimal use of resources will improve the views of society and patients and the quality of services, which is the main goal of comprehensive health service centers.

The purpose of this study is evaluating of managers’ view in different levels of management on the qualitative role and the effects of management accounting information in budgeting of The Ministry of Health and Medical Education, universities of medical sciences, hospitals, and healthcare service units.

The research method used is exploratory and a survey type. The population of the study consists of all managers in The Ministry of Health and Medical Education, healthcare universities, and governmental hospitals who in the year 2016, participated in budgeting in any way.  In order to test the research hypotheses, one-sample T-test and one-way ANOVA were used by SPSS statistical software.

Research results showed that the role of qualitative information of management accounting system and its significance in budgeting is a little more important in the view of top management than the middle managers and executive managers’ view, and it is noteworthy in all levels of management. However, the importance of management accounting information in budget performance evaluation for the middle managers is more than top level managers and executive managers and is significant only for middle managers. Reviewing the aspects of balanced budget scorecards shows that financial and organizational processes are significant for all levels of management but the customer and personnel facets are not significant. 

In the Ministry of Health and Medical Education, the situation of management accounting system in budgeting should be developed, especially in the performance evaluation of customers and personnel. In addition, managers in the top level should use more of management accounting information in decision making. In this regard, management accountants can provide the grounds for top level managers to make use of management accounting information.

In today's complex work environment, organizations need a strong link between strategy and effective strategy execution. The purpose of this research is to integrate Balanced Scorecard model with Kaizen management to meet this need and increase innovation efficiency in organization and create sustainable competitive advantage.

This study was a descriptive study in terms of purpose and in terms of data collection, in three stages. Two researcher-made questionnaires(validity and reliability of 0.852)were used perform this applied research in Shahroud hospitals. The first is identify factors using the Delphi method by 16 experts and The second was to confirm the indices, which were completed randomly by 829 hospital beneficiaries and analyzed by confirmatory factor analysis. Structural-interpretive model was used to determine the effect of indicators on each other. In order to determine the cause and effect relationships between the goals and the two models Quality Function Deployment matrix was used by expert opinion.

This study showed that in order to achieve the goals of learning development perspective in BSC model, one needs to use "mura" in Kaizen model. Also, to achieve internal process goals, the muri dimension must be used, to achieve the financial perspective objectives of the "deletion"(muda), and for the customer perspective goals, the "mura" dimension must be applied.

Integration of BSC and Kaizen models can provide a suitable framework for continuous improvement of performance, because it has been successfully Performance in Shahroud hospitals, this research has shown that it seeks continuous improvement and increased productivity in the hospital.

As a control tool, performance evaluation has always been a concern for managers. Hence, the present study aimed to apply a balanced scorecard approach to assess the performance of educational hospitals in Khorramabad before and after the development of the health system (2013 and 2017).

This descriptive-comparative study was conducted in 2013 and 2017 using a balanced scorecard model. The statistical population included all educational hospitals in Khorramabad. The performance of every hospital was examined based on the dimensions and indicators of the study using SPSS-22 software.

There were significant differences between the performance of the educational hospitals of Khorramabad in terms of customer orientation and internal processes before and after the implementation of health system reform (p<0.05). Nevertheless, there were no significant distinctions between the hospitals with regard to growth, learning and financial issues (p> 0/05).

The results of this study indicated that two dimensions of the balanced scorecard approach were improved following the implementation of health care reform plan in Khorramabad educational hispitals

 

The performance evaluation of the health system is a method of measuring the success rate of this system in fulfilling its objectives.

The present study was conducted to measure the performance of the Health Reform Plan (HRP) in Ayatollah Taleghani Hospital, Tehran, Iran; in terms of reducing the expenses of inpatients and promoting natural childbirth using the balanced scorecard.

The present descriptive, analytical, and cross-sectional study was performed using the balanced scorecard and the data associated with 2010 - 2017, i.e., four years before to four years after implementing the HRP. The data collected were analyzed in SPSS V. 21 using the paired t-test.

Executing the HRP caused significant increases in the average hospitalization cost from 14439773 to 30966249 IRR, the number of natural deliveries from 283 to 455, the number of cesarean sections, the average basic health insurance coverage, the bed occupancy rate, the number of inpatients, the number of surgeries, the satisfaction of inpatients, and the number of nurses per special and ordinary beds. Moreover, this plan significantly reduced the patient share of hospitalization costs from 31.5% to 6.5%, the patient share of the cost of medication and medical supplies from 32% to 11.7%, and the average length of stay from 7.1 days to 6.5 days (P < 0.05).

The HRP has been able to take effective steps towards the financial protection of citizens in public teaching hospitals as its primary and most important objective. Indicators associated with reductions in inpatients’ expenses are recommended to be paid more attention and revised from the perspective of growth and learning, and promotion of natural childbirth indices from the perspectives of internal processes and customer appreciation.

A Balanced Scorecard model is a performance evaluation methodology that provides a broad perspective on identifying the weaknesses and strengths of an organization's activities. The purpose of this study was to assess the performance of the hospital using a Balanced Scorecard Model and a Program Chain Pattern. This descriptive study was conducted at Imam Khomeini Educational Center in Sari. The data collection instrument was a "Balanced Scorecard Questionnaire” and completed by census of all managers and head nurses. The specialized panel of "Balanced Scorecard" questionnaires was categorized in the form of a Program Chain Pattern into dimensions of Input, process, outcome, control and Context. The content and face and structure validity were performed using confirmatory factor analysis. Reliability was measured by Cronbach's alpha coefficient and composite stability. To analyze the data, SPSS. 21 was used. The hospital with the mean of internal processes (3.43 ± 0.42) scored the highest scores in the dimensions of the scorecard, and the financial dimension with the average (3.57 ± 0.56) and the client dimension the mean (2.97 ± 1.07) and learning with the mean (2.93 ± 0.89) had the lowest score. The highest distribution and scores in the Program Chain Pattern were in the process dimension (58.8%) and control dimension (3.62 ± 0.56), respectively. There was a significant difference between the dimensions of the Balanced Scorecard Model and the Program Chain Pattern (P value < 0.0001). The most important aspect of the Balanced Scorecard is a process. Considering all the effective dimensions in performance, especially the dimensions of the Output, Input and context along with the process and control dimensions for assessing the performance of the hospitals is recommended.

Hospitals In order to improve strategic goals in the strategy map, it is necessary to measure them. This is done using indicators. The aim of the research is to identify and prioritize the performance indicators of the hospital using the Delphi technique and the balanced scorecard. This research was a qualitative research that was conducted in Montaserieh Hospital of Mashhad in 1394. The statistical population of the study was 12 senior hospital managers and health professors who were selected by expert sampling method. Initially, 68 indicators were selected at the perspective of the scorecard by reviewing texts and then forming group discussion sessions. Finally, using the Delphi method, 34 indicators were selected in two stages. These indices were presented in the form of a checklist and its formal and content validity were revised several times by the review team and its criterion validity was confirmed by categorizing the indices. In this study, the most important indicators of performance evaluation based on strategic planning of the hospital were selected in four perspective of balanced scorecard: 7 indicators in growth and learning perspective, 13 indicators in processes perspective, 7 indicators in customer perspective and 7 indicators in financial perspective. Given that the indicators are defined at the top level of the organization, managers must understand the basics of measuring science, so that by choosing the correct control parameters they can use indicators efficiently and prevent potential costs

  The Scorecard model, as one of the new management tools, is increasingly being used in business organizations and higher education institutions. With its appropriate application for pathology and performance evaluation, this model adopts a comprehensive and thorough viewpoint toward the organizations. This pilot study was conducted to evaluate the educational performance of Zanjan Faculties of Paramedical and Health Sciences. This study was carried out in 2014 using a fuzzy hybrid multi-criteria decision making and balanced scorecard model at Zanjan University of Medical Sciences. To this end, the educational benchmarks were adapted according to the existing indicators of the educational deputy and experts’ brainstorms with regard to each of the four perspectives of the balanced scorecard to be used in educational units. The questionnaires were submitted to the faculty members at the faculties of Health and Paramedical Sciences. The collected data was analyzed using a balanced scorecard model, fuzzy network analysis, and fuzzy TOPSIS method. The Faculties of Environmental Health Engineering and Radiology, compared to the other faculties, were ranked first and last in terms of the performance, respectively. The Balanced scorecard model was revealed to be effective in evaluating educational performance. The balanced scorecard tool developed in this study was of an acceptable validity; thus, it can be suggested to be used for the evaluation of the educational performance of educational faculties at universities of medical sciences.

In today's world, one of the main concerns of any organization is having desirable performance, as it is the main reason for the survival of any organizationLikewise, performance of the hospitals as one of the main institutions having an important and direct responsibility for improving the health of the community is very essential. The present study conducted in Yazd Shohadaye Kargar Hospital, studied two variables of social capital and organizational entrepreneurship as the influential variables on the performance of this organization. Organizational performance was also assessed from different points of view based on a Balanced Scorecard (BSC).
In this descriptive applied survey research, the required data were collected through distributing a questionnaire among 248 managers and staff members of Yazd Shohadaye Kargar Hospital. Data analysis was done using Structural Equation Modeling (SEM) approach by means of SPSS 22 and AMOS 23 soft wares.
The results of the research showed that social capital has a direct effect on organizational entrepreneurship and organizational entrepreneurship, in turn, has a direct effect on organizational performance. Intensity of these effects were 0.46 and 0.63, respectively. On the other hand, it was also found that social capital has a direct effect (0.18) on organizational performance, but this effect increases indirectly, reaching 0.29, as a result of organizational entrepreneurial mediator variable.
According to the findings of this research and the confirmation of the positive effect of social capital on entrepreneurship and organizational performance, it can be concluded that reinforcement of social capital in the organization, the morale of entrepreneurship can be increased and, consequently, the organizational performance can be improved. Furthermore, confirming the effect of organizational entrepreneurship on function as well as the mediating role of this variable in the relationship between social capital and performance can lead to enhancing the entrepreneurial spirit among employees.

Emergency department is the heart of a hospital and the regular conduct of the affairs can save lives. In addition, teamwork in healthcare is the way of organizing activities that adopts a widespread approach to health needs and provides potential capacities for full utilization of human resource abilities. Therefore, it is important to study the efficiency of the emergency department and dividing people into effective teams; and it needs an appropriate tool and management structure to take quantitative and qualitative scales. In this study, a mathematical model has been presented to assess the effectiveness of teamwork in emergency stations in Shiraz by combining three perspectives of EFQM excellence model, balanced scorecard, and Data Envelopment Analysis that includes the advantages of three models and covers their defects to some extent.  In the proposed model, empowerment and results of the EFQM excellence model and balanced scorecard have been used to determine the input and output indices and to distinguish the human resource efficiency indicators of the teams respectively. First, decision-making trial and evaluation laboratory (DEMATEL) and access to network structure have been used to determine the relation between the balanced scorecards. Finally, the Network Data Envelopment analysis model has been used to evaluate teamwork performance of bases staff in Shiraz emergency and to classify personnel into appropriate teams. In this research, three models including Network Data Envelopment analysis, Balanced Scorecard Analysis and EFQM Excellence Model were combined to identify performance assessment indicators of Shiraz emergency bases. Hence, while reducing the disadvantages the models benefits are strengthened, and a comprehensive model for evaluating the performance of this base was presented. According to the emergency standards, the personnel were categorized based on their total efficiency in four teams such as First Responder, Basic, Intermediate and Paramedic. The results presented that of the 141 emergency personnel, 18% should be in First Responder team, 61% in Basic team, 12% in Intermediate and finally 9% in Paramedic team.

Universities of medical sciences play a vital role in promoting population health and without a doubt, their performance should be measured and evaluated.
The study was a mixed method study (consecutive combination) and the universities were examined by census. In the qualitative phase of the study, by examining the documents and focused group discussions, the basic framework of the performance evaluation model and its associated challenges were elicited. Then, the policies, objectives, and strategies related to each dimension were extracted and finally, key indicators were selected. Finally, by running Analytic Hierarchy Process method, the weight of dimensions and their key aspects were calculated and the model was implemented.
BSC was designed in accordance with the universities. In this model, four main aspects including population health, services, finance, and development were identified. Then, by reviewing the documents, key policies and strategies, key policies and criteria, primary and secondary strategies were extracted. 13 key indicators were chosen as the final indexes. Moreover, 3 main challenges and 11 secondary challenges were identified. The results of the AHP-BSC model indicated that categorizing (ranking) universities had an impact on their functional status.
The main challenge for evaluating the performance of universities was the presence of a logical connection between policies, strategies, and criteria to have comprehensive and concise indexes for evaluation and ranking.