Performance Improvement and Management in Health & Social Care

Performance Improvement and Management in
Health & Social Care

Table of Contents
Task 1...............................................................................................................................................3
Task 2...............................................................................................................................................7
Task 3.............................................................................................................................................10

Task 1
Strategic planning models
1. Balance Scorecard
Organizations use balanced scorecard to link higher perspectives to more detailed points.
Managers can understand how the organization works by showing how daily workouts relate to
hierarchical goals. By analyzing past temporal dimensions such as transactions and creative
ideas, points on the scorecard lead to economic and non-financial terms. The pros and cons of a
fair scorecard depend on how the organization operates its governance structure.
Balanced scorecard views business from four perspectives. The organization sets goals and
emphasizes each point of view. At this point, they strive to achieve these goals by moving and
evaluating progress towards key performance indicators.
Finance: A company usually distributes the company's activities such as transactions, benefits,
and profits. Depending on the organization's goals, the most important thing can be remembered
as the organization's fair indicator system. For example, assuming front-line development is
needed, the scorecard may include monthly offers.
Customers: Viewing company’s organization from a customer perspective can help company’s
company retain customers. This is important because retaining existing customers is cheaper
than acquiring new customers. Evaluating factors such as customer service requirements and
customer satisfaction can help company’s organization retain customers.
Internal Process: Measuring how well company’s organization creates, sells, and manages
products can help company make a profit because productivity determines productivity.
Reference cards help organizations determine where and how far they have implemented the
framework and cycle.
Authoritative Potential: The right scorecard helps organizations determine if they have the right
people, legitimate innovations, and the right culture to achieve their goals.
Benefits

The biggest advantage of using a balanced scorecard strategy is that when company look at the
four parts of company’s organization's trade show, company can actually see its operations right.
Unlike traditional methods of tracking a company's financial resilience, an appropriate scorecard
provides a complete picture of whether an organization is meeting its goals. Even though the
organization appears financially viable, customer loyalty is diminished, employees may not be
ready, or bikes may be exhausted.
Second, it is not evaluated in the short term using the appropriate control card. When an
accountant sees a major problem in the field of finance (an organization may not go so well), he
often gets a quick idea, but there is no reason to look at the long box. When using a modified
scorecard, the partner first determines the strength of short-, medium-, and long-distance
destinations.
Finally, with a lean metrics system, company can be confident that every important activity
company’s organization performs will achieve flawless results. In the long run, can company
increase the value of company’s product to help company’s organization's maximum interest?
Perhaps if the customer is happy with the item, or if the bike involved is happy with making the
item, the result will be even more surprising.
Disadvantages
There are many benefits to using a balanced scorecard in the accounting tools branch, but there
are some problems with this strategy. First, a good scorecard requires early reflection. It's not a
device that allows company to throw ideas overnight to solve a problem. Since everything is the
same, company will be ordered to hold meetings to determine what goals company’s
organization can achieve in each of the 4 regions above. If company have a clear goal, company
can start to separate it from those that are financially necessary to achieve that goal.
Second, a balanced scorecard gives company an overview of the four areas that are important
when growing and marketing company’s business, but these four areas don't paint the whole
picture. There is a limited amount of money stored on the scorecard. While all others are equal,
in order to be effectively implemented, a fair scorecard must be important to a broad
organizational development process that includes sound accounting strategies.