Abstract
Goals
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Which performance indicators can you apply to analyse and develop the various departments and the hospital further?
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Why do financial performance indicators have only limited relevance?
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What can you expect from the Balanced Scorecard?
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Why must the Balanced Scorecard cycle be repeated continuously?
This chapter guides you in developing goals from your vision statement. It outlines in detail the Balanced Scorecard (BSC), the different perspectives and the approach to applying it. Problems that may occur when applying the BSC are described. Measures of communication are briefly explained.
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References and Further Reading
Banker RD, Chang H, Pizzini MJ (2004) The balanced scorecard: judgmental effects of performance measures linked to strategy. Account Rev 79(1):1–23
Kaplan RS (2001) Strategic performance measurement and management in non-profit organizations. Nonprofit Manage Lead 11(3):353–370, Jossey & Bass
Kaplan RS, Norton DP (1996) Using the balanced scorecard as a strategic management system. Harv Bus Rev 1–2:75–85
Stewart LJ, Bestor WE (2000) Applying a balanced scorecard to health care organisations. J Corp Account Finance 11(3):75–82
Zelman W, Pink GH, Matthias CB (2003) Use of balanced score card at health care. J Health Care Finance 29(4):1
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Weimann, E., Weimann, P. (2017). Develop and Communicate Your Strategy. In: High Performance in Hospital Management. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-49660-2_7
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DOI: https://doi.org/10.1007/978-3-662-49660-2_7
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