Implementation and outcomes of a balanced scorecard model in women's services in an academic health care institution.
In the current, chaotic health care climate an important success determinant for health care administrators and clinicians is the support of timely, collaborative decisions for delivery of patient care. The purpose of this article is to describe implementation and outcomes of the application of the Balanced Scorecard (BSC) model, a strategic management system, for a Women's Services Clinical Business Unit (CBU) in an academic health care institution, a complex adaptive system. Emphasis is focused on crucial process and outcome indicators that demonstrate how the work of all team members makes a difference at the point of clinical services across the continuum. Finally, implications for leadership development are revealed from the principles underlying complexity science.
Jones
M L
ML
Duke University Hospital, Women's Services, Durham, North Carolina, USA.
Filip
S J
SJ
D000046:Academic Medical Centers / Q000592:standards*; D003142:Communication; D003299:Cooperative Behavior; D003659:Decision Making, Organizational; D005260:Female; D006801:Humans; D007255:Information Services; D007857:Leadership; D017146:Models, Organizational; D009657:North Carolina; D019982:Organizational Case Studies; D017063:Outcome Assessment, Health Care / Q000379:methods*; D011785:Quality Assurance, Health Care / Q000458:organization & administration*; D014932:Women's Health Services / Q000592:standards*