18-47 Strategy; Balanced Scorecard: Health Care Consumers, employers, and governments at all levels are very concerned about the rising costs of health care. As a result, health care systems nationwide are experiencing an ongoing demand to improve the efficiency of their operations. The health care indus- try faces significant challenges due to changing patient needs, reduced reimbursement, and the fierce competitive environment. The industry is experiencing consolidations through systemwide mergers and acquisitions as a way to reduce operating costs. Patients and payors are demanding a one-stop shopping approach. While improving operations is necessary, the quality of the health care delivered must not be jeopardized. The Medical University of Greenbelt is feeling the impact of the increasing penetration of its market by managed care companies. As a result, management has been asked to develop a strategic plan to ensure that its funding sources will continue to meet the demands of its patients. Because it is an academic medical center, the Medical University of Greenbelt's mission encompasses three components: clinical care, education, and research. Management must consider these competing objectives in the proposed plan. Required 1. Match the critical success factors for Medical University of Greenbelt on the right with the correct balanced scorecard perspective on the left: a. Financial: operating margin, cost per discharge, days in accounts receivable b. Customer: patient satisfaction, referring physician satisfaction, patient flow measures e. Internal processes: medication safety, infection rate, mortality rate d. Learning and growth: number of employee suggestions per month, number of employee suggestions implemented per month, measures of absenteeism and paid time off 2. How could the balanced Scorecard and strategy map help ensure the success of the Medical University of Greenbelt? a. By communicating the university's strategy to managers throughout the company. b. By articulating the connection from nonfinancial performance (ie.. critical success factors) to financial performance. c. By helping to develop incentives that are aligned with strategy and value creation d. All of the above