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Year 2015, Volume: 36 Issue: 3, 1006 - 1013, 13.05.2015

Abstract

References

  • Ahmadi Daniali , Arezoo. A (2001). Comparative study of performance management in selected hospitals in Tehran and providing a model for Iran, Thesis of master degree, Islamic
  • Azad University of Science and Research of Tehran. Talebian Ahmadreza. Human resources planning by strategic approach Journal of Tadbir, publication of industrial management organization, Tehran. Yousefi Ali (2007). Performance assessment and methods of improving productivity in neopan 22 bahman company, Thesis of master degree, Khatam university.
  • David FR (1997). Strategic Management Prentice Hall International Editions.
  • Kalali et.al (2011) Why does strategic plans implementation fail? A study in the health service sector of Iran, African Journal of Business Management Vol. 5(23), pp. 9831-9837.
  • Miller D (2002). Successful Change leaders: What Makes Them? What Do They Do That
  • Is Different? J. Change Manage, 2(4): 359-68
  • Ghlich khani (2006). Human resource excellent (Assessment, planning, improvement),
  • Institute of productivity studies and human resources, Saramd publication. Teimori Abrahim et.al (2005). Case study of implementing balanced score card,
  • International performance assessment conference, Tehran. Alexander LD (1991). Strategy Implementation: Nature of the Problem in Hussey, D.
  • (Eds). Int. Rev. Strat. Manage, John Wiley & Sons, Chichester/ NewYork. 2(1): 73-96. Waterman RH, Peters TJ, Phillips JR (1980). Structure Is Not organization. Bus. Horiz., 23(3):14-26.
  • Wernham R (1984). Bridging the Awful Gap between Strategy and Action. Long Range Plann. 17(6): 34-42.
  • Kaplan RS, Norton DP (1996). The Balanced Scorecard – Translating Strategy into
  • Action. Harvard Business School Press. Boston, MA. Dooley RS, Fryxell GE, Judge WQ (2000). Belaboring the Not-soobvious: Consensus,
  • Commitment, and Strategy Implementation Speed and Success. J. Manage. 26: 1237-1257.
  • Maxwell J, Rothenberg S, Briscoe F, Marcus A (1997). Greenschemes: Corporate
  • Environmental_Strategies and their Implementation. Calif. Manage. Rev., 39: 118-134. Beer M, Eisenstat RA (2000). The Silent Killer of Strategy Implementation and learning. Sloan Manage. Rev, pp 29-30.
  • Goran Olve N, Sjostrand A (2005). [The balanced scorecard]. Translated by Soleymani
  • AR, Tehran: Center of Iran Industrial Research and Education Publications; p.141. Nasiri pour Ashkan et.al (2008). Evaluation of Iranian public hospitals by using the Balanced Score card, Journal of Arak University of Medical Sciences, NO 1.
  • Journal of Managemental massage (2008). Deputy of human resource, organization of
  • Iran industry development , No 99. Okumus F (2001). "Towards a Strategy Implementation Framework".International
  • Journal of Contemporary Hospitality Management, 13(7), 327-38. Pfeffer J (1998). "Seven practices of successful organizations" California Management Review, Vol. 40, No. 2.
  • Brenes E.R, Mena, M., & Molina, G. E. (2008)."Key Success Factors for Strategy
  • Implementation in Latin America." Journal of Business Research, 61(6), 590-598.

Assessment of strategy orientation in hospitals

Year 2015, Volume: 36 Issue: 3, 1006 - 1013, 13.05.2015

Abstract

Abstract. Introduction: Evaluating is an integral part of any business activity and work. Due to the increasing use of the balanced score card for performance assessment and strategic management discussions, in this study it was used to assess the hospital's strategy orientation.

Methods: This study is an applied and descriptive - cross sectional study in 2013 in one of the hospitals in Tehran University of Medical Sciences. Data for this study was collected by Kaplan and Norton questionnaire and interviewing with managers of the hospital departments who were participated on designing and implementing of the hospital strategy. Data analyzing was done by SPSS software.

Results: Among five principles of the strategy-based organizations, the hospital in the first principle (translating strategy to operational terms) and the fifth principle (starting transformation by leader and top manager) had gained maximum score by acquiring 61.84 and 62.83 respectively. The major weakness in the hospital was in the second principle which is about organization alignment with strategy by 36.05 score.

Conclusion: It is essential for managers to understand the factors affecting success or failure of their decisions, because awareness of the key variables related to the outcome of strategic decisions helps them to better manage variables. This brings a more favorable outcome to the organization.

References

  • Ahmadi Daniali , Arezoo. A (2001). Comparative study of performance management in selected hospitals in Tehran and providing a model for Iran, Thesis of master degree, Islamic
  • Azad University of Science and Research of Tehran. Talebian Ahmadreza. Human resources planning by strategic approach Journal of Tadbir, publication of industrial management organization, Tehran. Yousefi Ali (2007). Performance assessment and methods of improving productivity in neopan 22 bahman company, Thesis of master degree, Khatam university.
  • David FR (1997). Strategic Management Prentice Hall International Editions.
  • Kalali et.al (2011) Why does strategic plans implementation fail? A study in the health service sector of Iran, African Journal of Business Management Vol. 5(23), pp. 9831-9837.
  • Miller D (2002). Successful Change leaders: What Makes Them? What Do They Do That
  • Is Different? J. Change Manage, 2(4): 359-68
  • Ghlich khani (2006). Human resource excellent (Assessment, planning, improvement),
  • Institute of productivity studies and human resources, Saramd publication. Teimori Abrahim et.al (2005). Case study of implementing balanced score card,
  • International performance assessment conference, Tehran. Alexander LD (1991). Strategy Implementation: Nature of the Problem in Hussey, D.
  • (Eds). Int. Rev. Strat. Manage, John Wiley & Sons, Chichester/ NewYork. 2(1): 73-96. Waterman RH, Peters TJ, Phillips JR (1980). Structure Is Not organization. Bus. Horiz., 23(3):14-26.
  • Wernham R (1984). Bridging the Awful Gap between Strategy and Action. Long Range Plann. 17(6): 34-42.
  • Kaplan RS, Norton DP (1996). The Balanced Scorecard – Translating Strategy into
  • Action. Harvard Business School Press. Boston, MA. Dooley RS, Fryxell GE, Judge WQ (2000). Belaboring the Not-soobvious: Consensus,
  • Commitment, and Strategy Implementation Speed and Success. J. Manage. 26: 1237-1257.
  • Maxwell J, Rothenberg S, Briscoe F, Marcus A (1997). Greenschemes: Corporate
  • Environmental_Strategies and their Implementation. Calif. Manage. Rev., 39: 118-134. Beer M, Eisenstat RA (2000). The Silent Killer of Strategy Implementation and learning. Sloan Manage. Rev, pp 29-30.
  • Goran Olve N, Sjostrand A (2005). [The balanced scorecard]. Translated by Soleymani
  • AR, Tehran: Center of Iran Industrial Research and Education Publications; p.141. Nasiri pour Ashkan et.al (2008). Evaluation of Iranian public hospitals by using the Balanced Score card, Journal of Arak University of Medical Sciences, NO 1.
  • Journal of Managemental massage (2008). Deputy of human resource, organization of
  • Iran industry development , No 99. Okumus F (2001). "Towards a Strategy Implementation Framework".International
  • Journal of Contemporary Hospitality Management, 13(7), 327-38. Pfeffer J (1998). "Seven practices of successful organizations" California Management Review, Vol. 40, No. 2.
  • Brenes E.R, Mena, M., & Molina, G. E. (2008)."Key Success Factors for Strategy
  • Implementation in Latin America." Journal of Business Research, 61(6), 590-598.
There are 23 citations in total.

Details

Journal Section Special
Authors

Ali Tahmasebı

Jalal Saeıdpour This is me

Mahsa Ghazı Asgar This is me

Mohammad Panahı This is me

Publication Date May 13, 2015
Published in Issue Year 2015 Volume: 36 Issue: 3

Cite

APA Tahmasebı, A., Saeıdpour, J., Ghazı Asgar, M., Panahı, M. (2015). Assessment of strategy orientation in hospitals. Cumhuriyet Üniversitesi Fen Edebiyat Fakültesi Fen Bilimleri Dergisi, 36(3), 1006-1013.
AMA Tahmasebı A, Saeıdpour J, Ghazı Asgar M, Panahı M. Assessment of strategy orientation in hospitals. Cumhuriyet Üniversitesi Fen Edebiyat Fakültesi Fen Bilimleri Dergisi. May 2015;36(3):1006-1013.
Chicago Tahmasebı, Ali, Jalal Saeıdpour, Mahsa Ghazı Asgar, and Mohammad Panahı. “Assessment of Strategy Orientation in Hospitals”. Cumhuriyet Üniversitesi Fen Edebiyat Fakültesi Fen Bilimleri Dergisi 36, no. 3 (May 2015): 1006-13.
EndNote Tahmasebı A, Saeıdpour J, Ghazı Asgar M, Panahı M (May 1, 2015) Assessment of strategy orientation in hospitals. Cumhuriyet Üniversitesi Fen Edebiyat Fakültesi Fen Bilimleri Dergisi 36 3 1006–1013.
IEEE A. Tahmasebı, J. Saeıdpour, M. Ghazı Asgar, and M. Panahı, “Assessment of strategy orientation in hospitals”, Cumhuriyet Üniversitesi Fen Edebiyat Fakültesi Fen Bilimleri Dergisi, vol. 36, no. 3, pp. 1006–1013, 2015.
ISNAD Tahmasebı, Ali et al. “Assessment of Strategy Orientation in Hospitals”. Cumhuriyet Üniversitesi Fen Edebiyat Fakültesi Fen Bilimleri Dergisi 36/3 (May 2015), 1006-1013.
JAMA Tahmasebı A, Saeıdpour J, Ghazı Asgar M, Panahı M. Assessment of strategy orientation in hospitals. Cumhuriyet Üniversitesi Fen Edebiyat Fakültesi Fen Bilimleri Dergisi. 2015;36:1006–1013.
MLA Tahmasebı, Ali et al. “Assessment of Strategy Orientation in Hospitals”. Cumhuriyet Üniversitesi Fen Edebiyat Fakültesi Fen Bilimleri Dergisi, vol. 36, no. 3, 2015, pp. 1006-13.
Vancouver Tahmasebı A, Saeıdpour J, Ghazı Asgar M, Panahı M. Assessment of strategy orientation in hospitals. Cumhuriyet Üniversitesi Fen Edebiyat Fakültesi Fen Bilimleri Dergisi. 2015;36(3):1006-13.