WASIS
041143042
Dosen Pembimbing
Dr.Andry Irwanto,MBA.,Ak
ABSTRACT
Citra Medika Hospital is a small hospital in growth phase but the growth is still below the owner’s expectation. Higher business competition that the other hospitals are trying to improve too, management face a need for changes how to manage resources effectively in order to create competitive advantage and focus on the company’s strategy. This thesis develops a management supporting instruments based on Balanced Scorecard (BSC) framework with four perspectives to translate company’s goals, so the strategy can be executed effectively, at once BSC become a measurement tools for Citra Medika hospital.
Application of BSC requires vision, mission, values definition within company’s strategy to get an overview of the company’s goals. Base on description of the company’s goals, strategic objectives for each perspective have to be identified and strategy maps is created. Measurement and target are set for each objectives and strategy initiatives are also created to achieve those targets. Every process needs involvement of all Citra Medika organization parties to give assurance of instrument compatibility with company condition that can make it easier when implemented.
BSC is expected to be used as better measurement tool in Citra Medika Hospital because it gives comprehensive information from all aspects in organization and performance measurement related with company strategy. BSC implementation needs strong commitment from management and all organization components for both development and implementation phase. It needs working culture shifting, procedure improvement, and commitment to execute programs stated on the strategy initiatives. This thesis is just on development phase but with the development of good performance measurement instrument will ease the implementation and give feedback for evaluation and continued planning so Citra Medika Hospital can be excellent in the competition.
Key words : Performance measurement, Hospital Balanced Scorecard.
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