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Essay / Research Paper Abstract
This 5 page paper looks at the case study of Duke Children’s Hospital (DCH), considering how and why they introduced the balanced scorecard (BSC) and the results. The implementation is examined from the perceptive of change management. The bibliography cites 5 sources.
Page Count:
5 pages (~225 words per page)
File: TS14_TEdukeBSC.rtf
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Unformatted sample text from the term paper:
become profitable after there has been increased control exercised over the different costs. The tool used as the catalyst was the balances scorecard, however successful change is not based only
on the tools, but also the way they are used and the vision of management for the implementation. Change is not only a practical issue, changing processes and adapting
the systems; it is a process that has a large number of human elements. Many theorists that consider change, from Lewin (1951) to Senge (2003), all argue very clearly that
the human aspects have to be addressed, getting the employees to accept the need for change and embrace the change, where this does not happen there are more likely to
be attempts tat change that result in failure (McCallum, 1997). This may be as a result of a lack of understanding of why the change should occur, the failure to
appreciate the benefits that the change will bring, as well as fear for their own position, all of which can result in passive or even aggressive resistance (Huczyniski and Buchanan,
2003). DCH was in a dire position, their performance indicators, such as length of stay were poor, they had increasing levels of dissatisfied customers (patients and their parents) ad
they were making losses which were increasing. The drive for change often occurs when an organization has reached a point where they are in trouble, the decision is then what
type of change should occur. In the case of DCH . The trigger was the witnessing of a six month old baby struggling on a ventilator as there was
no one to take her off of it after surgery. The balanced scorecard system was chosen because it was a tool that facilitated the type of change that DCH
...