PERFORMANCE MEASUREMENT

Measurement Matters for Qatar Supreme Council of Health

[Name of the Institute]

Measurement Matters for Qatar Supreme Council of Health

Introduction

Performance management has become imperative for organization irrespective of their nature of operations. The same is applied to the heath care facilities and health councils. The paper discusses the important of non financial measures in evaluating performance, the current performance measures adopted by Qatar Supreme Council of Health, the critical evaluation of these measures and their link with Kaplan's scorecard. It also mentions the strengths and weaknesses of the adopted measures and suggests the ways by which supreme council can overcome the weaknesses.

If You Can't Measure It, You Can't Manage It

According to Kaplan and Norton, 60% of organizations do not create any link between the budget and strategy. 85% of executives spend less than an hour a month to talk strategy. That thought-provoking and allows to consider the magnitude of the changes in attitudes and challenges to bring the "value creation "it is famous that, ''If you cannot measure it, you cannot manage it 'Kaplan and Norton who designed the now famous Balanced Scorecard (BSC or balanced scorecard) and brings this reflection (Kaplan, 85). Traditional Approach For many years, companies have been content to measure performance according to financial results. Managers had a habit to analyze the performance in terms of results and within one to two weeks after the end of the month. When all the sales figures were up, and the tables were created presentations for the business meeting, information was then communicated the results. This vision, which could be described today in part, however, was sufficient when the environment was stable and relatively slow rate of evolution. Proactive approach in a context of extreme competition and rapid change, it is highly recommended declining the performance in different ways to make the best decisions possible, not limited only to the extent of financial performance. With this vision, a performance evaluation of key indicators during the cycle, can analyze the game or not strategic objectives and provides the opportunity to act proactively, before it's too late. Indeed, the first performance analysis at the beginning of the cycle, it is possible to predict that if current trends continue, the goals are met or not, make any necessary corrections and to control the effects before the ... end of the cycle! In this context, the dashboard and management of Business Intelligence come into play (Kaplan, 85). The primary role of management control panel is "to steer the company." It starts with a powerful tool that facilitates communication and stimulates thinking - all linked to the decision- making process. Returning to the famous' If you cannot measure it, you cannot manage it 'Kaplan and Norton in the Balanced Scorecard, it is clear that to manage, take action, and to take action should be of assistance to decision making.

Nonfinancial Measures of Performance

The change in the technological environment of the operations of manufacturing modern, coupled with the increasing needs of customers and fierce competition led ...