Cuadro de mando en salud

Pavez, Carolina Elena Leyton; Riveros, Patricia Huerta; Paúl-Espinoza, Iván Renato

doi:10.21149/spm.v57i3.7562

Cited by 9 publications

(3 citation statements)

References 9 publications

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“…Sin embargo, esta visión financiera de la empresa limitaba la capacidad de los gerentes a la hora de tomar decisiones, puesto que los datos de los que disponían representaban a la empresa en el pasado. Una de las ventajas que tienen los cuadros de mando integral es que estos permiten, de algún modo, alinear la visión, así como la misión y estrategias que ayudan a avanzar a las organizaciones hacia sus objetivos (Leyton-Pavez et al, 2015y Carvajal et al, 2021.…”

Section: ¿Qué Es Un Cuadro De Mando Integral?unclassified

Evaluación Del Uso De Planes Estratégicos Basados en La Aplicación Del Cuadro De Mando Integral Como Herramienta De Control Administrativo Para Optimizar La Gestión Financiera. Caso: Industrias Celta, S. A.

Mujica¹

2021

BIS

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El objetivo del presente estudio fue evaluar el uso de planes estratégicos basados en la aplicación del cuadro de mando integral, como herramienta de control administrativo para optimizar la gestión financiera en la empresa Industrias Celta, S. A., ubicada en Morón, Estado Carabobo, Venezuela. La metodología estuvo enmarcada dentro de un nivel de investigación descriptivo, de tipo cuantitativo, con un diseño de investigación de campo de carácter no experimental. La población estuvo conformada por nueve empleados y trabajadores que laboraban en el ámbito administrativo de la empresa Industrias Celta, S. A., y la muestra de tipo no probabilístico estuvo representada por el total de la población. La información se recolectó a través de la aplicación de un cuestionario de respuestas cerradas, el cual constó de tres opciones de respuestas: Sí, No, No Sabe; el mismo se validó a través del juicio de expertos. Los resultados fueron analizados utilizando la distribución de frecuencias absolutas y relativas, Este análisis permitió concluir que la empresa Industrias Celta, S. A., tiene procedimientos que le permiten desarrollar y controlar sus actividades y se plantea estrategias para el logro de sus objetivos; sin embargo, aún existe un desconocimiento de qué procedimientos pueden ser los más asertivos para el logro de tales objetivos y metas.

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Section: ¿Qué Es Un Cuadro De Mando Integral?unclassified

Evaluación Del Uso De Planes Estratégicos Basados en La Aplicación Del Cuadro De Mando Integral Como Herramienta De Control Administrativo Para Optimizar La Gestión Financiera. Caso: Industrias Celta, S. A.

Mujica¹

2021

BIS

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“…This is an open-access article distributed under the terms of the Creative Commons Attribution-NonCommercial 4.0 International License (http://creativecommons.org/licenses/by-nc/4.0/) which permits copy and redistribute the material just in noncommercial usages, provided the original work is properly cited decision-making (9,10), which is a way to prioritize (determining the degree of importance) with a strong scientific approach to decision-making (9,10). In various studies, the use of BSC has caused enhancement of patients and community satisfaction, increase in productivity and hospital sources, improvement in performance in managing health care, controlling the costs of the hospital as well as careful comparison of the performance of the Iranian public hospitals (9,(11)(12)(13), and it is suggested to apply the BSC approach to improve hospital performance evaluation (13,14).…”

Section: Introductionmentioning

confidence: 99%

“…Currently, there is no integrated system for evaluating the performance of public hospitals, therefore, establishing a system of evaluation and performance measurement at the hospitals seems essential (8,12,14).…”

Section: Introductionmentioning

confidence: 99%

Designing a Performance Evaluation Model Based on Balanced Score Card and Analytic Hierarchy Process Methods: Montaserieh Hospital

et al. 2018

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Background: Balanced Score card is a performance evaluation tool that in combination with the AHP approach, creates a framework for transforming vision and mission to a set of targets and indicators, on the basis of importance in terms of the customer, financial and internal processes, and growth and learning perspectives. Objectives: The aim of this study was to evaluate the performance of Montaserieh hospital in 2015 using the balanced score card approach. Methods: This study combined quantitative and qualitative methods, and was conducted in Montaserieh Hospital in Mashhad, Iran, during year 2015. First, through group discussion sessions among the members of score card, a list of performance assessment indices were prepared using the BSC approach, and then the list was finalized using the Delphi method. After that, the hospital strategic map was illustrated based on its objectives, and with the completion of analytic hierarchy process (AHP) standard questionnaires, the priority of visions and indices with adjustment rate lower than 0.1 was obtained from 14 experts. At the end, the realization of each of the visions and indices and the hospital performance during 2015 was evaluated. Results: Thirty-four indices were selected regarding the four visions of the model, as seven indices were placed in each of the visions of customer, financial, growth and learning, and 13 indices for the processes vision. Among the visions of BSC, customer vision with 58.26% was more powerful than the other ones. Among the indices, the index of percentage of respondents (0.39) had the highest factor of importance among the hospital indices. The final score for hospital performance in 2015 was obtained as 89.27%. Based on the analysis obtained from the AHP questionnaire pair wise comparison, the importance coefficient was calculated as 65.7%, 19.7%, 9% and 5.6% for customer, financial, processes, and growth and learning, respectively. Conclusions: Given the gap between expected objectives and current status of the hospital and resource constraints and conditions, the hospital should consider the priority and weight of each of the visions and indices for its future planning to identify the appropriate goals and define improvement projects more efficiently, and take effective steps for better performance.

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The Victim As a Client of the Penal System

González

2021

Criminal Law-Making

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Cuadro de mando en salud

Cited by 9 publications

References 9 publications

Evaluación Del Uso De Planes Estratégicos Basados en La Aplicación Del Cuadro De Mando Integral Como Herramienta De Control Administrativo Para Optimizar La Gestión Financiera. Caso: Industrias Celta, S. A.

Evaluación Del Uso De Planes Estratégicos Basados en La Aplicación Del Cuadro De Mando Integral Como Herramienta De Control Administrativo Para Optimizar La Gestión Financiera. Caso: Industrias Celta, S. A.

Designing a Performance Evaluation Model Based on Balanced Score Card and Analytic Hierarchy Process Methods: Montaserieh Hospital

The Victim As a Client of the Penal System

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