Business performance

This paper proposes a framework for the analysis of the cause-and-effect relationships between the financial performance of an organization and the intangible assets of the various functional departments in the organization. It is intriguing to note the similarity of this framework with the strategy map concept in the Balanced scorecard approach. As is well-known, the Balanced scorecard contains four basic elements: financial, customer value proposition, internal process, and learning and growth. Each element is owned and performed by the different functional departments within the organization. Intangible assets are defined as non-financial assets without physical substance. Examples of these are customer loyalty, brand names, computer software, recipes, formulas, designs, patents, product developments, and corporate cultures. While conventional accounting treats tangible assets as assets, the investment in intangible assets is normally regarded as operating costs and expenses, rather than as long-term investment. For short-term strategies, profit and loss figures are normally used as the main financial performance indicators in the balance sheets and financial reports. On the other hand, there are currently no indicators to guide management in establishing long term strategies regarding intangible assets. Intangible assets may provide future benefits and competitive advantage for the organization when they are properly monitored and well-managed. An empirical approach based on structural equation modeling, also known as covariance structure analysis, to establish the cause-and-effect relationships in the proposed framework is also discussed.

Introduction: Physical therapy (PT) is a high-volume service that treats musculoskeletal injury and improves return-to-duty rates. Our experience suggests that no-show (NS) and patient cancellation (PC) rates increase the further appointment that is booked in the future, impede access to care, and increase the healthcare delivery costs. The article's purpose is to examine PT National Capitol Region (NCR) appointment data to inform appointment policies. Methods: We utilized one year of retrospective Military Health System Management and Reporting Tool and Composite Health Care System Ad Hoc Data Pulls to review NCR PT appointment data to evaluate the effect of timing on NS and PC rates. Results: We analyzed 797 new appointments at Walter Reed National Military Medical Center. Data revealed that 16% of patients seen within 10 days NS or PC; 22% of patients seen between 11 and 20 days NS or PC; 28% of patients seen 21 to 30 days NS or PC; and 25% of patients seen over 30 days after consultation NS or PC. We analyzed 182,134 PT appointments (all types) in the NCR. The NS rate was 11.1% (range 8.4-14.9%). Conclusions: At Walter Reed National Military Medical Center, 17% of new appointments were lost when they were booked over 20 days in advance; additionally, NS and PC rates were greatest after 20 days from consultation.

This research paper describes a case study of a Mobile Telecom Company that support quality assurance practices to achieve the competitive market challenges. This framework is based on the Malcolm Baldridge National Quality Award to measure the extent for assessing organizational performance. The objectives of this research study are to determine the situation of market competition in providing efficient and effective services for achieving continuous improvement and business performance excellence. All the data is gathered from a mobile telecom company of 102 employees. After analyzing the data, correlation results are positive and this demonstrates that the performance of the organization is improved significantly. Based on the results, it can also be concluded that the goals can be achieved completely by implementing quality assurance practices that are based on the MBNQA framework. It is conclude that quality of service in this mobile telecom company is fully involved and practiced. It is noted that clear goals and directions for obtaining quality assurance practices are set according to organization's policies.

Investment in information technology (or IT) does not necessarily bring improvement in business performance. One important cause of this is the divorce between the design of the IT systems and business organisations. An approach of organisational semiotics, based on the understanding of organisations as systems of social norms emphasises the central role of the people, their responsibility and the organisation