Response to Robert Davidson
Hello Robert, a well written and elaborative post, congrats. You have started us off by mentioning that competition is rife in all sectors of the economy. As such, there is a need for survival for businesses and organizations. The need for survival calls for efficiency and leanness in operations and in the pursuit of goals and objectives. One way of ensuring that a company remains efficient, is to enforce a performance measurement scheme that will put employees and officials to task. It ensures that there is an elaborate means to achieve goals using the least resources as explained by Bergmann, Günther, and Kara (2017). If this is done, the organization is able to maintain its going concern and as such, remain in profitable operations for long.
Bergmann, A., Günther, E., & Kara, S. (2017). Resource efficiency and an integral framework for performance measurement. Sustainable Development, 25(2), 150-165.
Response to Rachel Cortazar
Hello Rachel, nice read, congrats! Your discussion of the balance score card and the KPIs is candid and elaborate. I find the business score card rather interesting due to its natural recognition of different facets or operational environments of the business. It recognizes the financial perspective, customer perspective, internal business processes perspectives, and the learning and growth perspectives. All the four perspectives are cognizant of the internal and external environment and in them, the concept of efficiency is instilled. As explained by Porporato, Tsasis, and Marin Vinuesa (2017), a balance scorecard is further important in establishing cause and effect relationships in business outcomes to address the question of variances.
Porporato, M., Tsasis, P., & Marin Vinuesa, L. M. (2017). Do hospital balanced scorecard measures reflect cause-effect relationships? International Journal of Productivity and Performance Management, 66(3), 338-361.
Response to CAT
Visiting the hospital when ill has never been a cup of coffee for me, but either way it is the only option when it comes to that point. The worst part is booking an appointment, waiting on the lobby to see the doctor, chasing the bill, and clearing with the pharmacy. Can’t something be done to reduce this, such that if the appointment reads 11.00 am, it is 11.00 am on the dot. I later learnt that the doctor requires time to go through a patients file before letting the patient in. The process is even longer if the file is physical. Why can’t the processes be unified at a standard station? Especially the billing and the pharmacy. It is my opinion that the processes can be shortened through proper queueing of procedures and staff. I.T systems are also critical in making the process seamless.
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