Balanced Scorecard in hospital organizations: managerialism or strategic management?
Name: ERTHELVIO MONTEIRO NUNES JUNIOR
Publication date: 29/11/2016
Advisor:
Name |
Role |
|---|---|
| LUCILAINE MARIA PASCUCI | Advisor * |
Examining board:
| Name |
Role |
|---|---|
| LUCILAINE MARIA PASCUCI | Advisor * |
Summary: The strategic decision-making process is crucial for organizations because it establishes how to materialize the strategies and ensure the fulfillment of its goals. One of the management practices commonly adopted as support for decision-making and evaluation of organizational performance, the Balanced Scorecard (BSC). Although it was developed for marketing organizations, the BSC has been adopted also in hospitals. However, the professional nature, complex and pluralistic hospital organization, plus the unpredictability of this context and of the autonomy of its members can hamper the effectiveness of practices essentially linear. In this context, this study aims to analyze what are the characteristics of the adoption of the BSC in strategic decision-making in a private hospital. For both sought to investigate the presence and influence of rational, political and symbolic aspects in the strategic decision-making process. This is a case study of qualitative, exploratory and descriptive nature. The data were collected through questionnaires, participant observation and interviews. The results showed the monitoring of goals as being symbolic, once goals are changed without changing the registry and control. Despite the limitations identified in the implementation and adoption of BSC, hospital managers can streamline your adoption and find justifications for their importance in the strategic management of the hospital. Although the presence of rational aspects in the process, it was noted the prevalence of symbolic aspect, since the use of the BSC seeks to strengthen the image of modern management and professionalism before the market. As professional bureaucracies, in addition to being influenced by interests of multiple stakeholders, it was noted that the strong presence of politics influences the effectiveness of the BSC, since most decisions, the attendance of group interests, independent of the BSC indicators. It is therefore concluded that the BSC has demonstrated its usefulness in the hospital environment, however, much more to support the definition of large targets (WHERE you get), than creating mechanisms to achieve them (how to get there). This underscores the understanding that the unpredictability affects driving rigid plans and consequently the adoption of methodologies developed according to these premises.
