Answered You can hire a professional tutor to get the answer.
I will pay for the following essay Abstract of Chapter 8. The essay is to be 2 pages with three to five sources, with in-text citations and a reference page.Using the case of Health Net for the above
I will pay for the following essay Abstract of Chapter 8. The essay is to be 2 pages with three to five sources, with in-text citations and a reference page.
Using the case of Health Net for the above elaborations, managers of most organizations in the present world realize that a long-run success needs a focus on the cost, service, and quality. The above three components comprise the competitive edge of the entity. Therefore, Health Net uses such management control system in achieving such focus. Health Net as one of the prevalent managed health-care organization in the United States. It has about 7,500 employees and a revenue of about $12 billion in the year 2011, have an excellent management control system that has placed it above its competitors. The organization offers coverage up to 5.6 million health plan members (Gitman, Zutter, In Mukherjee, In Battista, Gitman & Zutter, 2013).
To compete effectively in the market, Health Net commenced a critical information systems development programs known as “fourth generation medical management.” The control regulator is for the creation of a greater opportunity for growing the overall quality as the costs decreased by managing the patient care in the electronic link. The system provides physicians and other health care providers an instant user-friendly electronic access to comprehensive information about the medical history of various patients as well as the best clinic treatment recommended. Therefore, a faster and a pre approved a referral to the best clinical resource whether specialist or an emergency room. The above measure ultimately satisfies the customers, and as a bonus, helps in the reduction of costs (Gitman, Zutter, In Mukherjee, In Battista, Gitman & Zutter, 2013).
A balanced scorecard applies where there is a need to strike a balance between the financial and the nonfinancial measures during the performance measurement process. It therefore, links performance to rewards and, therefore, gives the explicit recognition of the relationship between the organizational
