| dc.description.abstract | Innovation, technology and citizen demands have generated important reflections on public
management and its planning, evaluation and control processes (Capstick & Tarride, 2010),
where the implementation of an indicator-based management system, through the Balanced
Scorecard (BSC) methodology, constitutes an alternative to interrelate objectives and indicators,
organized in six perspectives: finances, clients, internal processes, training and growth,
governance and legal framework that allow aligning them with the institutional mission and
vision. Within this framework, the objective of this research is to develop a hospital management
control model based on the Balanced Scorecard (BSC) technique, in contrast to the current
GPR management model, which allows improving management and decision making in the
institution. For this purpose, a mixed methodology was applied, allowing the use of various
techniques. The study population is the departmental heads of Hospital Vicente Corral Moscoso
(HVCM). A non-probabilistic purposive sampling was applied, defining a sample of nine
departmental heads. The results show that the management control model based on the BSC
methodology, which considers the six perspectives suggested by Niven (2015) defined for the
HVCM, proposes 10 strategic objectives and 28 measurable indicators through the Dashboard,
built to provide follow-up and to obtain timely information for decision making. Concluding that
the implementation of the BSC is optimal for the fulfillment of the mission and vision of the
HVCM that results in the social welfare of its users. | |
