The Lottery, a short story written by Shirley Jackson, has been the subject of much criticism since its publication in 1948. One of the most common criticisms of the story is that it is overly violent and disturbing. The plot of the story revolves around an annual tradition in a small town, in which a member of the community is chosen by lottery and stoned to death by their neighbors. This barbaric act is described in graphic detail, and many readers have found the violence and brutality depicted in the story to be disturbing and disturbing.
Another criticism of The Lottery is that it is too vague and ambiguous. The story provides very little context or explanation for the annual tradition of the lottery, leaving readers to fill in the gaps and interpret the story for themselves. This lack of context has led to a variety of interpretations of the story, with some readers seeing it as a commentary on the dangers of blindly following tradition, while others see it as a critique of mob mentality and the dangers of groupthink.
A third criticism of The Lottery is that it is overly simplistic and lacks depth. Many readers have argued that the story is too straightforward and lacks the complexity and nuance of other works of literature. The characters in the story are one-dimensional and flat, and the plot is predictable and lacks surprise or twist.
Despite these criticisms, however, The Lottery has remained a popular and widely-read short story. Its enduring popularity may be due to its ability to generate discussion and debate, as well as its powerful and thought-provoking themes. Ultimately, the criticism of The Lottery serves to highlight the diversity of opinions and interpretations that can arise from a single work of literature, and serves as a testament to the enduring power of literature to provoke and challenge our beliefs and assumptions.
(PDF) Framework for implementing balanced scorecard in hospitals
The concepts of BSC are applicable in the healthcare systems, but the main challenge in implementing it is defining appropriate dimensions and indicators. Everything can be logically and neatly tied together. Conclusions The BSC makes it possible to implement a strategy for radiology that is strongly oriented toward the requirements of the referring physicians and the demands of patients. This paper is a useful resource for hospital managers looking to improve their performance and productivity. Excellence in these areas is determined by measures that capture time to market, delivery time, cost, and process quality Kershaw and Kershaw 2001. Indicators of performance were developed in four areas: clinical utilization and outcomes, patient satisfaction, system integration and change, and financial performance and condition.
The Balanced Scorecard In Healthcare
Rally support from managers in all departments, and encourage participation and dialogue around the BSC. Starting from the customer perspective will give you the transparency that a public agent requires, and enable you to prioritize responsibly. The KPIs survey should be completely automated. The deviation from these standards is the key management information that should be monitored. Measures are based on inputs e. Therefore, the focus of management in the radiology department and the greatest optimization potential is in the design and organization of work processes.
How To Create a Balanced Scorecard (BSC) in 7 Steps
Full size image The second implementation step involved determining and defining the vision and the specific strategic objectives for the radiology department model, fundamental values, key objective. The radiological value-added chain is composed of three processing steps. A participative approach lessens resistance to measurement and has motivational benefits. If you build your BSCs so that users are comfortable using them, they will make changes as they address the lower-level elements, such as the month-to-month or quarter-to-quarter measures and targets. If the strategic direction changes, then so should the measures.
How to Create a Balanced Scorecard: 15 Steps (with Pictures)
However, the balanced scorecard is one management tool that provides a cohesive and focused strategy. For the referrer and employee perspective, KPIs from the radiology department annual electronic referral and employee survey were available. Some modules and templates cater to presentation, and some cater to design and updates. Indicators of performance were developed in four areas: clinical utilization and outcomes, patient satisfaction, system integration and change, and financial performance and condition. Every hospital and medical facility wants to provide high-quality care, but that requires planning—setting goals and continuously striving to be better. In addition, these articles provide few specific examples of balanced scorecard measures and illustrations of how the balanced scorecard translates action into improved performance. This image may not be used by other entities without the express written consent of wikiHow, Inc.
PRIME PubMed
Scorecards and dashboards using financial metrics to improve performance. Once you have completed this highest level, however, you need to cascade it down through all of your business units. Examples of measures include budgets and expenditures to support cutting edge procedures, number of experimental treatments attempted, and the number of test projects funded to improve service delivery. Trademarks mentioned in this article belong to the respective owners. The objective of the communication should be very clear. Putting the balanced scorecard to work. This image is not licensed under the Creative Commons license applied to text content and some other images posted to the wikiHow website.
Creating a balanced scorecard for a hospital system.
All staff took part in a workshop to enhance workplace culture. Patient flow timely discharge of patients suggests another important area to measure. Once the strategy is designed, you may think planning is complete and, therefore, dive directly into running your business. Harvard Business Review 71 5 , 134-140. Now, high rates of innovation in both areas are necessary to achieve cost effective and efficient health care. You could use the results from a national customer satisfaction survey, but those results might not capture most of your customer base. The BSC was originally developed by Kaplan and Norton 1992; 1993 from the notion that reliance on financial measures of performance alone is insufficient for managing complex organizations, especially as those organizations become more customer focused and want to benefit from their knowledge-based human capital.
