Midwest Healthcare : A Hospital Of Chicago

Beard, D. F. (2009.). Successful applications of the balanced scorecard in higher education. Journal of Education for Business, 84(5), 275-282. Retrieved from http://go.galegroup.com.ezproxy.liberty.edu:2048/ps/i.

5. Score card – It reports the data of Key Performance Indicators and track performance against the monthly targets.

The use of a balanced scorecard when gauging the performance of executives at Paradigm Toys is useful because it measures several key areas that measure past and real time performance that directly affects the company. A balance scorecard can contain both financial and nonfinancial measures as well as both quantitative and qualitative performance measures. Additionally because a balance scorecard can be tailored to the business’s specific targets it can measure the substance of performance better that basic financial indicators that are usually considered the basis of performance ratings. It is important to use more than just financial indicators, because other factors, those qualitative in nature, measure how an employee does their job and gives a larger picture of how well an employee performs. For example, in the case of sales concerning installation of home improvement products one might be measured by repeat buyers or customer satisfaction of how well the salesman followed up with their sale and installation. This kind of non-financial factor can be used to measure the company’s goal of repeat buyer and customer satisfaction which can translate into future sales and growth. Financial indicators are used in similar ways, but are more quantitative in nature. The main reason to use financial indicators is because they can provide a clear picture

The Methodist hospital of Indiana was undergoing organizational and leadership change in 1988. Their longtime head had retired and William J. Loveday became their new CEO. He brought in a whole new management team to help him implement new ideas and create a new culture there. His new CFO was in charge of the IS department and after discovering that the department was in shambles with no real direction, he hired Walter C. Zerrener to become the Chief Information Officer. Zerrener found that the Methodist Hospital had spent about $20 million to install a state-of-the-art proprietary patient management system called TDS in 1970s but had done no upgradation after that . The IS department was solely focused on keeping the TDS

Advocate Illinois Masonic has a rich history in how it became the hospital it is today. Before it was called Illinois Masonic, it was the Chicago Union Hospital. The Union Hospital was organized during the time of rebuilding post the great Chicago fire in 1901. Belden Avenue Baptist Church Steadfast Sunday School organized the union hospital. Amongst the board members of the hospital where some Masons who formed an association for the purpose of providing free medical and surgical treatment for master masons, members of the Eastern Star, and members of their families. In 1921 the Illinois Masonic Hospital Association purchased Chicago Union Hospital.

In terms of space and resources, all of these hospitals provide emergency care and acute care facilities. Both UCSD Medical Center and Sharp Healthcare equally engage Scripps Mercy in providing a diversity of medical facilities. Moreover, UCSD Medical Center and Sharp Healthcare are the major competitors in this distinct segment. Kaiser Permanent poses a moderate risk to Scripps Mercy Hospital, as it outsources significant services to other hospitals. Kaiser permanent is planning to grow in this segment as it has plans to expand by three more hospitals by the end of 2030. In the near future, Kaiser Permanente will ultimately become a major competitor for Scripps (Tu et al., 2013).

A scorecard is a type of report that displays a collection of key performance indicators together with performance targets for each key performance indicators. These are usually a

1. (TCO B) Identify four categories of measures that might constitute a Balanced Scorecard of performance measures and provide an example of each. Also explain how a Balanced Scorecard could assist your organization. This answer must be in your own words—significant cut and paste from the text or other sources is not acceptable. (Points : 30)

As an intern at Bridgepoint Active Healthcare, my responsibilities were the following: reviewing patients charts, documenting admissions, administering activity screens, documenting progress notes and discharges within the computer system, providing one on one programs with patients, assisting in large group programs and participating during clinical rounds. During the course of my stay, myself and two other interns created a webpage that enhanced the Recreation Therapy staff discharge community resource guide. Within this webpage, we provided information on three Toronto districts in regards to the community resources that could be provided to the patients once discharged from the hospital and back into their community. Our main focus was

1994 1994 1994 1995–1996 July 1997 Fall 1998 February 1999 Event Health Systems Corporation and Midwest Health Plan merged to become Midwestern Health System (Midwestern) Midwestern established three divisions – Delivery Services, Professional Services, and Health Plan Midwestern established the Midwestern Medical Group (MMG), with 20 primary care clinics MMG expanded by acquiring 30 additional primary care clinics Patrick, the original MMG president, was promoted to System vice president of Clinical Services, and Erickson was appointed the new MMG president MMG decided to hire an ophthalmologist to expand clinic services; Midwestern protested decision; MMG ordered to cancel hiring negotiations Johanson, Midwestern CEO, announced a new organizational structure, moving from three divisions to two, the Hospitals & Clinics division and the Health Plan division; the new divisions were charged to select and organize around market business segments (MBSs), focusing on specific customer groups to be determined by the divisions MMG decided to hire a spine surgeon; Midwestern hospital protested decision; MMG ordered to cancel hiring negotiations Hospital & Clinics division selected six market business segments – three metropolitan hospitals, regional hospitals, MMG, and home care Johanson commissioned a benchmarking study to compare MMG with benchmark medical groups; MMG compared favorably to benchmark group performance standards MMG decided to hire a general surgeon; Midwestern

Prior to walking in, my expectations for what I was about to partake in and experience were all over the place. I didn’t know whether to expect the absolute worst types of situations going on such as people being rushed into medical rooms or the most basic situations such as patients waiting for a strep throat test. I did expect to see a wide range of patients in terms of race, class, age, and gender. Contrary to the patients, I didn’t expect to see a wide range of race, class, age, and gender within the staff. I expected to see mostly female nurses, and male doctors, majority being Caucasian and middle age. I didn’t expect there to be that much security or any type of possible crime that could go on within a medical facility. I expected the waiting area and facility to be very large, large enough to accommodate a lot of patients at once. Lastly, I expected that taking our field notes would be a challenge because writing notes down in front of patients would be awkward and during interviews it would be hard to conduct a good interview while writing the whole time.

“The balanced scorecard should translate a business unit’s mission and strategy into tangible objectives and measures. The measures represent a balance between external measures for shareholders and customers and internal measures of critical business processes, innovation and learning and growth. The measures are balance between outcome measures, the results of past efforts, and the measures that drive future performance. And the scorecard is balanced between objective, easily quantified outcome measures and subjective, somewhat judgmental, performance…”

Healthcare changes occur rapidly, and it’s a costly venture to constantly pay staff to research trends, and assist with implementation procedures. Organizations such as OAHHS have been developed to help remove that pressure individually, and allow Oregon hospitals to utilize the information that is provided and advocated for at the state level. Hospitals that take advantage of such programs benefit from this growing organization, which continues to hire new staff, are able to tackle specific projects that are of importance to those digesting information to tailor it for specialties.

My clinical experience for this semester was an opportunity to follow the house supervisor at Trios Healthcare in Kennewick, WA. The courses at Washington State University (WSU) consisting of leadership and management have taught me the value of collaboration as well as communication. With the opportunity to follow the house supervisor I was able to apply this knowledge to my clinical experience. This was especially good because one of my learning objectives was to participate in the management of admissions and transferring patients in the

The Balanced Scorecard (BSC) is a performance measurement tool that originated in the business worlds. Performance measurement is a way to track performance over time to assess if goals are being met. Organizations measure their performance to monitor how they’re doing in achieving their overall mission and goals.