Other Case Study:

Balanced scorecards evaluate quantitative factors, also metrics based on financial information, and qualitative factors or those based on nonfinancial information in several significant areas. For quantitative it emphasizes past results based upon financial statements and qualitative measures on current results and activities intending on evaluating them to influence future financial performance. (Franklin, M. 2019)

Balance scorecards would have had a positive impact on my current department where I work in mental/behavioral health. We always measured the metrics involved in the patient safety of the department to try to figure out ways and ideas to come up with to maintain the environment for our patients and how to keep them safe. When the performance of the department is not structured then the ability to follow the goals of the company to keep patients safe and the strategies to reduce patient health will fail us as a system and fail as the caregiver for our mental health patients. Balanced scorecards would have been able to help the department maintain a structured and safe environment allowing the metrics shown to increase the awareness of slacked areas and being able to fix what is needed to be fixed to reduce mistakes made due to inconsistency and lack of knowledge of what is wrong with the way things are going opposed to what needs to be done to always make sure it stays consistent and safe.

As a manager in my department, my focus would be to utilize my resources such as a balanced scorecard putting together information and feedback received from the attention the department gets for lack of things not being safe for the staff or patients' situations to be in knowing this is a behavioral health department and changes need to be implemented not ignored. The goals to meet is to become an educated structured department in which the staff maintains the safety of all patients and education needed to learn and grow amongst the department providing training in the department in different areas to go along with the objective of maintaining a safe environment.

Data collected in the department could be evaluated and begin a learning and growth process to reach certain targets to increase patient safety and focus on the department's growth. A lot of patients in my department are not only just behavioral patients but there are also elderly dementia patients we need to keep safe. We have to make sure to prevent the falls and mistakes that may happen due to their memory being tapered off. If they have someone sitting with them 24/7, preventing these such things will make a difference due to round clock staff. Our patient safety attendants do their best to accommodate patients and assist when needed. As long as my department is here in the hospital to care for patients, the learning of the department through future education to keep updated information needed for the safety of our patients will remain fresh and the department will be able to grow more than before as structured changes stay in place providing the consistency needed for the environment.

My Case Study:

Using a balanced scorecard could have helped me understand how my team's performance contributed to the organization's overall goals and objectives in my previous job as a project manager for a software development company (Asiaei, K., 2019). One of the vital objectives of the association was to further develop consumer loyalty and convey great programming items inside indicated courses of events. Notwithstanding, during one specific task, we experienced a few postponements and client grievances because of the absence of a thorough presentation estimation framework. It was difficult to identify areas for improvement and align our efforts with the organization's goals without clear visibility into our team's performance.

Had we used a fair scorecard, it would have given a comprehensive perspective on our group's exhibition and its effect on the association's objectives. We might have laid out unambiguous key execution markers (KPIs) in every point of view of the decent scorecard and followed them consistently. For instance:

• Monetary point of view: We could have tracked metrics like project costs, revenue generated, and return on investment (ROI) to determine the project's profitability.
• Perspective on internal operations: We might have followed measurements connected with project productivity and adequacy, for example, on-time conveyance, imperfection rates, and adherence to project plans.
• Customer point of view: We could have measured customer satisfaction, timely issue resolution, and retention rates by collecting feedback through surveys.
• A growth and learning perspective: Metrics like training hours, employee satisfaction, and turnover rates could have been used to evaluate the capabilities and development of our team (Kaplan, R. S., 1996).

By utilizing a decent scorecard, we would have acquired a thorough comprehension of our group's exhibition and its arrangement with the association's objectives. This would have permitted us to recognize areas of progress, settle on information-driven choices, and make remedial moves to upgrade our undertaking conveyance and consumer loyalty.

To use a balanced scorecard as a manager to make sure my department, area, or team is meeting the organization's goals and objectives, I would need to define the right measurements and keep track of them on a regular basis (Franklin, M., 2019). This is an illustration of the way I could involve a decent scorecard for my group: Financial perspective:

1. Measurement: Rate of revenue growth.
2. Rationale: I can assess the financial impact of my team's efforts and ensure that our activities contribute to the organization's financial objectives by tracking revenue growth.

Internal operations perspective:

1. Measurement: Period of the project.
2. Rationale: In the end, this aligns with the organization's goal of efficient project execution by helping to identify bottlenecks, increase efficiency, and ensure timely delivery.

Customer perspective:

1. Measurement: Score on customer satisfaction
2. Rationale: We are able to gauge levels of customer satisfaction and identify areas for improvement by regularly collecting and analyzing feedback from customers through surveys or other methods. The success of the business depends on meeting or exceeding the expectations of its customers.

Learning and growth perspective:

1. Measurement: Representative preparation hours.
2. Rationale: Observing how much preparation gave to colleagues mirrors our obligation to their expert development. By putting resources into preparation and advancement, we can upgrade their abilities, information, and occupation fulfillment, prompting further developed execution and by and large group development.

I am able to regularly assess the team's performance from these perspectives using a balanced scorecard, identify any gaps, and take the necessary steps to align our activities with the organization's goals and objectives. (Kaplan, R. S., 1992). This enhances the team's contribution to the organization's overall success and ensures a balanced approach to performance management.

Question:

• Ask a clarifying question about the example your colleague described.
• Relate your own experience of how a balanced scorecard might have had a positive impact on your understanding to the situation your colleague described.
• Provide an insight you gained from your colleague's perspective on how a manager could utilize a balanced scorecard to help ensure all stakeholders not only understood organizational goals and objectives but were working to meet them.