ImplementationPlan: Using a Balanced Scorecard
Abalanced scorecard is a planning and management tool used byorganizations throughout the world to direct their activities towardsthe goals and targets of the business and improve both the internaland external communications in the organization (Hannabarger,Buchman & Economy, 2011). Toachieve the setout goals, the organization has some purposes it aimsto make. These goals include human resource development whichinvolves vocational training as well as the enhancement of theinstitutional and cultural attributes that improve the individual aswell and corporate performance. In a world characterized by rapidshifts in technological innovations, it is necessary for the workersto keep updating their skills. Some steps are implemented to controlthe manager’s focus in training resources. According toTaghizadegan(2013),education and skill development are necessary for the success of anyindividual or institution.
Afteracquiring the necessary knowledge and expertise, the staff canunderstand and meet the expectations of the patients (Niven,2012).The workers gain the ability to shift telehealth from the short-termclassical revenue expectations to long-term targets. Another businessobjective is that of optimizing the business operations. This goalrequires carefully designed metrics developed by the personnel whoare familiar with the processes. Outside consultants cannot developthe measures as those requirements should conform to the products,services, and customer requirements (Newsom& Haynes, 2011).The institution has to observe the principle of openness so that theycan tap into new discoveries that enable more convenience in servicedelivery. To attain the set objectives, the business has to be boldand visionary. Telehealth can improve the quality of services and thepatient satisfaction
Anotherbusiness purpose is that of patient satisfaction. Many contemporarymanagement techniques are mindful of the customer satisfaction in anybusiness. While developing the various measures, it is important toanalyze the clients and the different market groups (Makhijani& Creelman, 2011).Telehealth innovations should improve the effectiveness of healthcare services. The business should also consider the importance ofspace. Their premises should make the patients feel comfortable, andthe institution should encompass all the necessary procedures such asthe face-to-face interaction so that the clients can deliver all therelevant information for useful services (Kinicki& Williams, 2012).
Theinstitution has the goal of attaining and maintaining a soundfinancial record. Timely and accurate financial data should beprioritized, and it should always be available. Some measures toachieve this objective include the implementation of an institutionaldatabase and the centralization of data processing. To make theprocess of achieving that aim smoother, it is advisable to automatemost of the operations (Kaye& Allison, 2013).
Theinstitution aims at improving its internal processes and operations. It is mandatory for the facility to comply with the currenttechnological requirements, increase the accessibility to servicesand use the methods that are easy to understand (Hannabarger,Buchman & Economy, 2011).The institution needs to enhance its information systems to make iteasier to internal and external communication. For the internalprocesses to be efficient there should be an optimal number ofactivities per unit, the right process alignment and prevention ofduplication of activities to avoid unnecessary expenses (Newsom& Haynes, 2011).
Forthe company to effectively succeed in meeting its goals, it hasconsidered using some operational and strategic control methods. Thecompany has to conduct an executive summary to provide an overview ofthe plan because many decision makers view the summary first and thenproceed to the main content (Taghizadegan,2013).The institution needs to conduct some background checks on theprogram to determine the relevance of the plan, identify thestakeholders and the resources applied in the process (Niven,2012).Another strategic step for the organization is the assessment of theconsumer needs and demand. It is important to identify the trends andlegal requirements that may enhance or deter the successful runningof the program. The business can determine the likelihood of successof the program through its initial performance or by the response ofthe clients (Kaye& Allison, 2013).
Theinstitution should plan on effective methods that would deliver theirservices excellently (Adamik,2013).It should consider the available technological options such as theuse of social media for advertisement. The continued growth in thenumber of clients is an indicator of a good service delivery system.To improve efficiency further, the institution should conduct aninternal and external assessment so that they can determine theirstrengths and weaknesses (Taghizadegan,2013).Through this method, the organization can detect the availableopportunities as well as threats that they are likely to encounter.The institution should formulate a technical plan that would assistto analyze the staff as well as the equipment. Improved operationefficiency is a good indication that the strategies are working asexpected.
Throughthis strategy, the business will be able to implement its programentirely (Adamik,2013).These plans also help to improve the general performance of the firmand thus improving its operational efficiency. Even though thecompany uses some benchmark, methods such as the total output todetermine its general performance, it is important to use some otherdetailed techniques such as production per unit area and the marginalproductivity to assess the overall performance (Newsom& Haynes, 2011).If the institution observes the above strategies, it will surelyprosper.
Adamik,J. (2013). Developinga strategic benefits program.Scottsdale: WorldatWork Press.
Hannabarger,C., Buchman, R., & Economy, P. (2011). Balancedscorecard strategy for dummies.Hoboken, NJ: Wiley.
Kaye,J. & Allison, M. (2013). Strategicplanning for nonprofit organizations.Hoboken, N.J.: Wiley.
Kinicki,A. & Williams, B. (2012). Management.New York: McGraw-Hill/Irwin.
Makhijani,N. & Creelman, J. (2011). Creatinga balanced scorecard for a financial services organization.Singapore: John Wiley & Sons (Asia).
Newsom,D. & Haynes, J. (2011). Publicrelations writing.Boston, MA: Wadsworth Cengage Learning.
Niven,P. (2012). Balancedscorecard step-by-step for government and nonprofit agencies.Hoboken, N.J.: J. Wiley & Sons.
Taghizadegan,S. (2013). MasteringLean Six Sigma.[New York, N.Y.] (222 East 46th Street, New York, NY 10017): MomentumPress.