Peel Memorial Hospital

Organization: Peel Memorial Hospital

• In 1994, the hospital management realized through the use of employee surveys that the organization has no direction (Harber 1998). It was not clear to members what their objectives were what strategic direction they were taking. The major problem is indistinguishable objectives and lack of direction. The solution was to employ a management model called balance score card. By employing the balance score card, management was able to align the vision and strategy of the company as well as monitor the performance of employees against or in line with organizational goals.

• The success of an organization depends on the performance of its members. Management staff members or employees in the field and behind the scenes must work together or collaboratively in order to achieve organizational success. Because Peer had no real direction, it was urgent that they arrive at a solution to the problem. By enlisting the help of the Balanced Score Card management model, they were confident the issue could be resolved. They realized also the organization's mission statement was tired and all their measurable targets had run their course.

• The first action that was undertaken by management was to seek partnership with Xerox, Xerox had been using the balanced score card model, yielding positive results and success. Peer Memorial hospital management had complete faith that the program would work for them as well. The task that needed to be performed was to transform Xerox's corporate sector model into a model appropriate and relevant to a healthcare organization.

Secondly, they subdivided the organization into six major categories to make the implementation of the balanced score card easier. The six categories