MONITORING STRATEGY CARD AS A TOOL FOR MONITORING THE IMPLEMENTATION OF STRATEGY IN THE PUBLIC HEALTH CARE UNI

Summary: Growing interest in the effectiveness of public organizations creates a possibility to systematize and intensify research on management in the public sector. Key public organization management processes do not differ much from the logic of management in the private sector [1,2]. However, it is necessary to bear in mind the specificity of public organizations, expressed especially in the principles of its financing, existence of multiple stakeholders whose goals are in fact contradictory, large political lobbying, or lack of profit and achieving its mission as the main purposes of the organization [3]. This paper aims at presenting the Monitoring Strategy Card as a tool for analyzing strategic activities in the operational area. Keywords: Monitoring Strategy Card, Mission Oriented Scorecard, public health care unit. 1. Presumptions on Mission Oriented Scorecard in public heath care unit The most important element of the Mission Oriented Scorecard (MSC) and strategy map has proven to be an efficient combination of perspectives and identification of relationships between them, as well as the fact that MSC rejects the assessment of the performance of the organization carried out only in the financial aspects. That kind of strategy requires defining objectives, which measurement is possible through the use of measures based on the created value, such as: economic value added (EVA), market value added (MVA) and others [4]. One of the characteristics of MSC is, following the logic of the classical model proposed by Kaplan and Norton, adopting four perspectives: stakeholders, business process, learning and growth, and financial [5]. Through this perspectives, objectives of the organization are not limited only to achieving better financial results, but are also defined in the area of market and innovation. Such distribution of strategic objectives contributes to overall development of the organization, relationships with stakeholders, and ultimately contributes to the growth of its value, and therefore better financial results. This approach is represented, among others, by Drucker who believes that the purpose of the organization should not be reduced solely to maximizing profits. According to him, every organization produces values that are later being verified by specific markets. This means that one of the primary goals of the organization should be to create a clientele [6]. Such an approach rejects the assessment of the performance of the organization carried out only in financial terms. Hence, the special appreciation of wider groups of stakeholders. Each of the four perspectives of the model is equally important. Maintaining a balance between the objectives of different perspectives is a prerequisite to achieving a stable sustainable development. This means that if in one perspective a certain objective is omitted, in order to achieve the goal in a different perspective, an organisation enters a state of lack of stable equilibrium (i.e. discharging 40% if the crew would