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Relevant bibliographies by topics / Management of hospitals

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Academic literature on the topic 'Management of hospitals'

Author: Grafiati

Published: 4 June 2021

Last updated: 4 February 2022

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Journal articles on the topic "Management of hospitals"

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Bradley, Carol. "“Hospitable” Hospitals." Nursing Management (Springhouse) 31, no. 6 (June 2000): 25–26. http://dx.doi.org/10.1097/00006247-200006000-00008.

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Qadir, Dr Murad, Dr Rafat Murad, and Dr Naveed Faraz. "HOSPITAL WASTE MANAGEMENT; TERTIARY CARE HOSPITALS." PROFESSIONAL MEDICAL JOURNAL 23, no. 07 (July 1, 2016): 802–6. http://dx.doi.org/10.17957/tpmj/16.3281.

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Qadir, Murad, Rafat Murad, and Naveed Faraz. "HOSPITAL WASTE MANAGEMENT." Professional Medical Journal 23, no. 07 (July 10, 2016): 802–6. http://dx.doi.org/10.29309/tpmj/2016.23.07.1642.

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Objectives: To evaluate the knowledge and practices of hospital administrationregarding hospital waste management at Tertiary Care Hospitals of Karachi. Study Design:Cross sectional study. Period: June 2014 to December 2014. Methods: Study was conductedin fifteen tertiary care hospitals. Five government, eight private and two trust hospitals wereselected by quota sampling technique. Information was collected from selected hospitalwaste management staff, using a pretested questionnaire regarding knowledge and practicesof hospital waste disposal. Results: Data shows that only 33.3% had knowledge regardinginfectious and noninfectious waste disposal and 27% of the understudy hospitals wereseparate infectious and noninfectious waste. Only 20% of the total hospitals were using propermethod for the separation of the sharps.93.3% hospital waste management staff was notvaccinated against hepatitis ‘B’ and tetanus. Only 53.3% hospitals have their own incineratorfacilities. Conclusions: This study showed that the practices employed by the hospital wastemanagement staff were not safe. There is a need to implement the recommended SOP’s ofhospital waste management program.

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AMIN, RAHEELAH, RUBINA GUL, and AMINA MEHRAB. "HOSPITAL WASTE MANAGEMENT;." Professional Medical Journal 20, no. 06 (December 15, 2013): 988–94. http://dx.doi.org/10.29309/tpmj/2013.20.06.1684.

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Introduction: Hospital waste is a special type of waste which carries high potential of infection and injury. Objectives: Thisstudy was conducted to examine Medical Waste Management Practices in different hospitals of Peshawar. Methodology: Simpleobservational, cross-sectional study. was conducted with a case study approach. Aug-Sep 2011, with selection of 15 hospitals. The datawas collected through a pre-designed questionnaire with a checklist. Results: The study showed that 80% of the hospital personnel knewhospital waste and its management. There was waste management plan present in 30% of hospitals. Although hospitals did not quantifiedwaste amounts but on average the amount of waste generated daily was 0.5-1 kg/bed/day. Segregation into risk and non risk waste wasdone in 93.3% of hospitals. For non risk waste, disposal through Municipal Corporation was conducted in 86.67% of the hospitals, whilein 13.3%, it was burnt. For risk waste, either it was buried or burnt. Proper incineration was carried out in only 33.3% of the hospitals.Discussion: Hospital waste generation, segregation, collection, transportation & disposal practices were not in accordance with standardguidelines. The average waste generation in most of the hospitals was almost equivalent to other under developed countries but less thanthat of developed countries. Conclusions: The hospital waste in the majority of hospitals of Peshawar was mismanaged. No properhospital waste management plan existed except at few hospitals.

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Abou Ramdan, Amal H., and Walaa M. Eid. "Toxic Leadership: Conflict Management Style and Organizational Commitment among Intensive Care Nursing Staff." Evidence-Based Nursing Research 2, no. 4 (October 8, 2020): 12. http://dx.doi.org/10.47104/ebnrojs3.v2i4.160.

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Context: Toxic leadership becomes a real problem in nursing administration. Its toxicity harms the nursing staff's progress and creates a challenging work environment full of struggles that, in turn, produce adverse outcomes on the nursing staff's commitment toward the organization. Aim: This study envisioned to compare toxic leadership among intensive care nursing staff at Tanta University Hospital and El Menshawy hospital and assess its relation to their conflict management style used and organizational commitment at the two hospitals. Methods: A descriptive, comparative, via cross-sectional research design was applied. All intensive care units at Tanta University Hospitals and El-Menshawy General Hospital were included. All available nurses (n=544) at Tanta University hospitals' ICUs (n=301) and El-Menshawy hospital's ICUs (n=243) was incorporated. Toxic leadership, conflict management styles assessment, and organizational commitment scales were utilized to achieve this study's aim. Results: The nursing staff perceived that their leaders had high 10.6%, 11.5%, and moderate 12%, 11.9% overall toxic leadership levels at Tanta University Hospitals, and Elmenshawy Hospital, respectively. 43.9% of the nursing staff had a high level of using compromising style to manage conflict with their supervisors at Tanta University hospitals contrasted to 36.6% using competing style at El Menshawy hospital. 78.4% of the nursing staff had a low level of overall organizational commitment at Tanta University hospital's ICUs compared to 63% at El-Menshawy General hospital's ICUs. Conclusion: Toxic leadership affected the nursing staff's choice of conflict management style used when handling conflict with toxic leaders at two hospitals and had a negative effect on affective and normative dimensions of organizational commitment in both hospitals. Therefore, improving leadership experiences is necessary by conducting a leadership development program to meet the nursing staff's expectations and improve their commitment. Also, adjusting the hospital's policies is vital to permit nursing staffs' involvement in leadership evaluation as a mean for early detection of leaders' toxic behaviors.

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Prugsiganont, Supuck, and Per Anker Jensen. "Identification of space management problems in public hospitals." Facilities 37, no. 7/8 (May 7, 2019): 435–54. http://dx.doi.org/10.1108/f-01-2018-0001.

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Purpose In the past decades, public hospitals in Thailand have developed gradually and been characterized by an incremental development of hospital facilities. First, this study aims to investigate the factors that have caused the incremental development and how such development has affected the hospital’s architectural layout. Second, the paper assesses the functional quality of nonclinical areas in the Maharaj Hospital to identify space management problems. Design/methodology/approach The first part of the study is based on a literature review of the Thai health-care landscape. The second part includes the functional quality assessment of nonclinical areas, walk-through observations and documentation. Obtained data were synthesized using building quality method and measurement criteria and analytical drawing techniques for design assessment. Findings The first part identified three factors: the lack of local general practitioners, the limited number of public hospitals and the implementation of Thailand’s universal coverage scheme. These factors have resulted in a dramatically high number of patients in public hospitals. The second part identified problems regarding poor accessibility, a low level of spatial flexibility and poor spatial orientation. These problems are related to a lack of appropriate strategic space planning and lack of integration of the Thai culture into hospital design processes. Practical implications An identification of space management problems is a prerequisite to the improvement of hospital facilities. Originality/value This paper presents the first study of space management problems concerning nonclinical areas in Asian hospitals.

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Nordstrand Berg, Laila, and Haldor Byrkjeflot. "Management in hospitals." International Journal of Public Sector Management 27, no. 5 (July 7, 2014): 379–94. http://dx.doi.org/10.1108/ijpsm-11-2012-0160.

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Purpose – The hospital sector has expanded in Norway with reforms and a strong demand for better management. The purpose of this paper is to examine: first, how this has affected physicians and nurses in management; second, how management roles in hospitals are changing; and third, how these two professions are tackling their new roles. Design/methodology/approach – The paper presents a review of the secondary literature and a case study undertaken in the spring, 2012. Findings – In Norway, two reforms have been introduced aimed at creating stronger management positions with less professional influence. The leader has full responsibility for a particular unit, which means that the jurisdiction of managers has expanded and that management has become more time consuming. Physicians – traditionally those in charge of hospitals – are facing competition from other professions, especially nursing, which has gained representation in top management positions, particularly at middle management level. Originality/value – The originality of this paper is the comparison of the evolvement of management among physicians and nurses since the reforms. While the medical profession was critical of management to begin with, i.e. viewing management positions as a trap, it is gradually adapting to the new ideas. Physicians are facing competition from nurses, who readily adjust to the new conditions, and perceive management as a new career track.

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Kramer, Marlene. "The Management Hospitals." JONA: The Journal of Nursing Administration 20, no. 9 (September 1990): 35???44. http://dx.doi.org/10.1097/00005110-199009000-00009.

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Mosadeghrad, Ali Mohammad, and Arezoo Mojbafan. "Conflict and conflict management in hospitals." International Journal of Health Care Quality Assurance 32, no. 3 (April 15, 2019): 550–61. http://dx.doi.org/10.1108/ijhcqa-09-2017-0165.

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Purpose Hospitals are complex and complicated organizations and are prone to the conflict. The purpose of this paper is to identify the intensity and type of conflict experienced by hospital managers and explore their conflict management strategies in hospitals affiliated with Tehran University of Medical Sciences. Design/methodology/approach This quantitative, descriptive and cross-sectional study was conducted in 2015. A self-administered questionnaire was used to collect data from top, middle and front line managers. In total, 563 managers from 14 hospitals responded to the questionnaires. Data were analyzed using SPSS software version 19. Findings Hospital managers reported average level of conflict (2.73 score out of 5). Organizational factors produced more conflict for managers than personal factors. High workload, resource shortage, bureaucracy and differences in managers’ personality, knowledge, capabilities and skills were the main causes of organizational and personal conflict. Top managers experienced more conflict than middle and front line managers. Conflict was higher in specialized hospitals compared to general hospitals. Less conflict was observed in administrative and support departments than diagnostic and therapeutic departments. Conflict was meaningfully associated with management level, education, size of hospital, number of employees and willingness to leave the hospital. The dominant conflict management style of managers was collaborating. There were significant relationships between collaborating style and management level, manager’s age, work experience and management experience. Practical implications The nature of hospitals requires that managers use collaborating, compromising and accommodating styles to interact better with different stakeholders. Managers by acquiring necessary training and using the right conflict resolution strategies should keep the conflict in a constructive level in hospitals. Originality/value This is the first study conducted in Iran examining the level of conflict, its types and identifying managers’ dominant conflict resolution strategies at front line, middle and top management levels.

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van Angeren, Joey, Vincent Blijleven, and Ronald Batenburg. "Application Portfolio Management in Hospitals." International Journal of Healthcare Information Systems and Informatics 9, no. 1 (January 2014): 61–74. http://dx.doi.org/10.4018/ijhisi.2014010104.

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Application portfolio management concerns the management of all technology and applications, and is a complex task under pressure of increasing collaboration among hospitals. Various approaches to application portfolio management are described in existing literature, but are directed at commercial enterprises rather than health care organizations. Addressing this deficiency, this article presents the results of three case studies conducted at Dutch hospitals surveying current application portfolio management processes. Results show differences between the three hospitals. One hospital implemented a continuous application portfolio management process. The other hospitals perform ad-hoc IT management due to, among others, lacking support from management, decentralized IT governance structures and an increasing need for technical integration. This article can assist IT executives in making better informed decisions, while it provides a step towards a better understanding of the complex application portfolio management process in hospitals for academia.

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Dissertations / Theses on the topic "Management of hospitals"

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Tam, Yiu-man. "Clinical waste management and its future development in Hong Kong /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B1745704X.

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MELO, ALEXANDRE CUNHA LOBO DE. "HOSPITAL MANAGEMENT: THE CASE OF PRIVATE HOSPITALS IN RIO DE JANEIRO." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2007. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=11057@1.

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Este trabalho tem por objetivo identificar quais são os fatores críticos de sucesso na gestão de um hospital e propor um modelo de gestão baseado nas melhores práticas de mercado. Partiu-se da proposição que muitos destes fatores estariam relacionados aos desafios enfrentados atualmente pelos hospitais, às estratégias adotadas, à forma de implementação dessas estratégias e às tecnologias de gestão empregadas. Assim sendo, foi feita uma revisão da literatura sobre estes temas e foram elaboradas perguntas de pesquisa sobre este fundo teórico. Em campo, foram pesquisados cinco hospitais particulares situados na região metropolitana do Rio de Janeiro. Todos eles têm as cirurgias como uma de suas principais atividades, a despeito de, também, realizarem outros tipos de atendimento. Assim, esses hospitais têm o médico como um de seus principais clientes na medida em que utilizam a estrutura hospitalar para realizarem seus procedimentos cirúrgicos. Os resultados revelam um mercado hospitalar cheio de espaços, com gestão predominantemente amadora e familiar e com estratégias informais. Na conclusão, é proposto um modelo de gestão hospitalar que pode ajudar os hospitais a se prepararem para a profissionalização do mercado que está por vir.
This study`s objective is to identify the success critical factors in hospital management and to propose a management model based on the best practices in the market. It was presumed that many of these factors would be related to the challenges faced by the hospital in the market, to the strategies adopted, to the way these strategies are implemented and to the management technologies used. So, a literature review was made and the field questions were created focusing on these topics. In the field, five Rio de Janeiro metropolitan area private hospitals were studied. All of them have the surgeries as one of their main activities, despite of doing many other procedures. So, the doctors are one of their main clients, as far as they need the hospital structure to make their surgeries come to true. The results reveal a spacefull market, a lack of professional management as well as informal strategies. In the end, a hospital management model is proposed. This model may help the hospitals to make themselves ready to the market professionalization that must come soon.

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Clark, Andrea L. "Waste Management Minimization Strategies in Hospitals." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5064.

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During the delivery of healthcare services, hospital employees use enormous amounts of water, energy, and nonbiodegradable carcinogenic plastics. In the U.S., hospital staff generate an average of over 7,000 tons of waste per day at an average cost of $0.28 per pound for the disposal of regulated medical trash, which if efficiently managed or reduced, could result in substantial cost savings. Using the organizational learning and the transaction cost economics theories as the conceptual frameworks, the purpose of this qualitative case study was to explore strategies healthcare leaders used to minimize their waste management operational costs. Data were collected using semistructured interviews with 4 managers at a healthcare system in the Midwestern United States and reviewing financial documents as well as the participants' hospital website. Based on the thematic analysis, 4 primary themes emerged: (a) engaged leadership, (b) incorporate sustainability into the mission, vision, and values of the organization, (c) create an organizational culture of sustainability, and (d) innovation. Because society's health is largely dependent on the environment around them, these findings could assist hospital leaders in the implementation of cost-effective waste management strategies and contribute to positive social change.

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Li, Ling Xia. "Capacity resource management and performance in hospitals." Connect to resource, 1996. http://rave.ohiolink.edu/etdc/view.cgi?acc%5Fnum=osu1261407038.

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Knott, Jonathan Charles. "Management of mental health patients in the emergency department /." Connect to thesis, 2006. http://eprints.unimelb.edu.au/archive/00002656.

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Shaikh, Ahmed Al. "An assessment of operating performance in contract managed hospitals versus traditionally managed hospitals : a case study of Ministry of Health hospitals in Saudi Arabia." Thesis, Lancaster University, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.249804.

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Labuschagne, Gertruida. "An assessment of perceptions of lean opportunities in hospital management." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1012958.

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This is a quantitative study. The primary research objective is to investigate the importance of hospital management’s involvement when implementing lean elements in healthcare. In reality, incidents and quality problems are prime reasons why healthcare leaders are calling for redesign in healthcare delivery and systems. This paper presents a proposal for developing a lean culture in healthcare facilities equipped with managers who will be able to drive the implementation of lean elements from the top down, making use of multidisciplinary teams, including physicians, to deliver value-added services. This study ultimately endeavors to indicate the importance of management, multidisciplinary teams and physician involvement in implementing lean principles in healthcare successfully. “If we keep doing what we’re doing, we’re going to keep getting what we’re getting.” – Stephen Covey. The reasons why lean management is a particularly important strategy in healthcare currently, includes the following: •The need to reduce waste in healthcare cost; •The need to improve quality and on-time processes; •Fast-paced technological changes; •Ever-increasing patient expectations; and •The need to standardise processes and systems to get the high-quality results anticipated (Chalice, 2010).

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Choy, Man-shun, and 蔡敏順. "The importance of change management in hospital accreditation." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2011. http://hub.hku.hk/bib/B46935356.

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Background: The Hong Kong Hospital Authority (HA) has adopted the Australian Council on Healthcare Standards (ACHS) scheme for their public hospital accreditation program. Continuous improvement is a vital aspect of the ACHS criteria and facilitates the movement from status quo to the desired state; therefore, change is necessary, and change management may be useful. Objectives: To identify the current level of evidence regarding change management with respect to hospital accreditation and to identify the common change management tools that may be relevant to hospital accreditation. Methods: The primary method was a search of MEDLINE and PubMed for articles published between January 2001 and April 2011. Grey literature was identified via a Google search. Unpublished data was retrieved from an on-going qualitative study of hospital accreditation in Hong Kong. Results: No literature with the keywords “change management” and “hospital accreditation” were found in MEDLINE or PubMed. By adjusting these keywords to identify articles about change management in healthcare, 84 citations were identified, 18 of which were included for review. The majority of the literature described increased communication as a change management intervention. Change management framework and tools were also found in the grey literature review. Results: No literature with the keywords “change management” and “hospital accreditation” were found in MEDLINE or PubMed. By adjusting these keywords to identify articles about change management in healthcare, 84 citations were identified, 18 of which were included for review. The majority of the literature described increased communication as a change management intervention. Change management framework and tools were also found in the grey literature review.
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Saifi, Khader M. M. Al. "The impact of information technology on hospital management of Gulf Corporation Council public hospitals." Thesis, University of Hull, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.272025.

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Information technology (m has become crucial to the functioning of modern hospitals. It includes a range of human elements, infornlation, equipment, knowledge and systems. It is important to hospitals, as these are complex environments including many systems with diversity of functions, sub-systems, and professionals. The adoption of technology can be explained by four general theories: economic, political, social and globalization theory. Based on these theories five sets of reasons can account for the adoption of IT in a hospital environnlent. They are, practical; to solve existing problems, economic/business; to achieve d profit or reduce costs or both, rational; to achieve efficienL1' and effectiveness, social; to respond to pressure from society for political reasons and to increase positive image, and supply driven forces by which IT producers seek to sell their products and services. However, no one theory or set of reasons can by itself explain the precise drive for use of IT because nluch depends on each hospital's needs and surrounding drcunlStances. The purposes of this research are to investigate the extent to which IT is being used in Gulf Corporation Council (GCC) public hospitals, why IT has been adopted, and the impact of IT on hospital managementThe methods used in conducting this research were based lllainly on three established methods for searching and collecting infomlation; a literature review, the surveyor questionnaire, intervie,,'s and case studies. Five case studies in Qatar, the United Arab Emirates (UAE) and Bahrain were undertaken to cover Gee hospitals and medical centres populations. Most health and medical services in Gee Countries are provided by public hospitals which account for approximately 64% of total hospital provision, employ most medical professionals, mainly expatriates, and contain most patient beds. In Gee hospitals, IT is still in the early stages of implementation. IT has been found to be adopted at a low level due to reasons such as lack of awareness, other priorities in health policy strategies, and the low level of funding allocated. IT can provide hospitals with many benefits, solve many problems and has many inlpacts on human and functional systems, internal power balances and on the social status of hospitals. The benefits are found to be mostly in the areas of processing work. Therefore, the areas which were given priority for IT implementation were medical records, finance, and personnel areas. No significant impacts v"ere found on hospital structure, chain of conlllland, span of control and nUlllber of employees, however, itwas found that IT increased management power, hospitals' social in1age and hospital political power, while there were disagreements about IT impacts on employees' social relations. The evaluation of IT impacts on Gee hospital management shows that the impacts were not at the same level of intensity or direction, for example, sonle impacts ,",'ere positive and some negative; some significant, moderate or nurunlal, some ambiguous or obvious, were some were slow and some fast. Some efforts at Gee States level were made to develop a model of adopting IT but no real results were detected. However, the future role of IT in Gee public hospitals will be increasing perhaps at a slower pace, but two strategic issues should be given proper consideration; first; the role of the education system, research centers, and industrictl foundation, and the second strategy concerns hospital systems and services structure. This later is related to increased privatization of medical services, economic pressure, and changes in governments' employment strategy. The importance of this thesis is to draw the attention of decisionmakers to the role of IT as an efficient managerial tool in some respects and to provide a foundation for future studies

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Gatang'i, Peter Gatheru. "Effective management of machinery in government-operated hospitals." Thesis, Nelson Mandela Metropolitan University, 2010. http://hdl.handle.net/10948/1237.

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The methodology and the processes that are followed in the maintenance of government-operated district hospitals in the Eastern Cape Province of South Africa are outlined while the strategies that are employed to roll-out the maintenance plan have been investigated. The challenges in managing hospital maintenance are identified so that it can be improved and advice be given on the strategies currently being used. The objectives of the research were to determine the effectiveness of machinery maintenance in government-operated district hospitals. The study has been carried out by investigating 50 district hospitals within the Eastern Cape Province, with the aim of obtaining knowledge of practices in relation to the strategic plans and best practices in the maintenance industry. The following factors identified by the maintenance staff were found to be most important in maintenance management practices; realistic budgets, adherence to occupational health and safety regulations, engagement of qualified and skilled maintenance staff, good record management in relation to the equipment under maintenance, availability of tools and materials and keeping abreast with the latest technologies and trends of machinery advancement. The study also revealed that the majority of the hospitals use a combination of in-house and outsourced personnel during maintenance, the outsourced part being under contract from the National Department of Public Works Repair and Maintenance Plan (RAMP) projects. Service kits and recommended replacement parts for machinery are rarely stocked on the hospital premises while only minor spare parts that include replacement bulbs, electrical fittings, plumbing fittings and paint are readily available. In addition, the maintenance staff members have little or no input in maintenance budgeting, this aspect is controlled by hospital management. For maintenance to be effective, strategic planning that takes into account carefully thought-out maintenance management systems is the first step in the direction of setting out definite tangible objectives and goals. The real challenge lies in the implementation and sustainability of the maintenance management system and the monitoring thereof.

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Books on the topic "Management of hospitals"

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Colin, Grant, ed. Australian hospitals, operation and management. 2nd ed. Melbourne: Churchill Livingstone, 1985.

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A, Reid Richard, ed. Competitive hospitals: Management strategies. Rockville, Md: Aspen Publishers, 1986.

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J, Kis George M., and Fenaroli Paul J, eds. Cost management for hospitals. Rockville, Md: Aspen Publishers, 1987.

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Covert, Richard P. Management engineering for hospitals. Chicago, Ill: American Hospital Pub., 1986.

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Davis, Dave. Public hospitals, private management. London: Adam Smith Institute, 1985.

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Hospitals: Facilities planning and management. New Delhi: Tata McGraw-Hill Pub. House, 2007.

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S, Gopinath, and Katakam Asoka, eds. Hospitals: Planning, design, and management. New Delhi: Tata McGraw-Hill Pub. Co., 1998.

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Berman, Howard J. The financial management of hospitals. 7th ed. Ann Arbor, Mich: Health Administration Press, 1990.

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E, Weeks Lewis, and Kukla Steven F. 1950-, eds. The financial management of hospitals. 7th ed. Ann Arbor, Mich: Health Administration Press, 1990.

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1950-, Kukla Steven F., and Weeks Lewis E, eds. The financial management of hospitals. 8th ed. Ann Arbor, Mich: Health Administration Press, 1994.

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Book chapters on the topic "Management of hospitals"

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Cripps, Matthew, Alan Stuttard, and Geoffrey Woodhall. "Foundation Hospitals." In Financial Management, 92–100. London: Macmillan Education UK, 2005. http://dx.doi.org/10.1007/978-1-137-04246-0_12.

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Perunovic, Branko, Louise Dunk, and Jill Aylott. "Strategic Management." In Why Hospitals Fail, 149–56. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-56224-7_15.

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Ozcan, Yasar A. "Hospitals." In Encyclopedia of Operations Research and Management Science, 729–32. Boston, MA: Springer US, 2013. http://dx.doi.org/10.1007/978-1-4419-1153-7_426.

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Chletsos, Michael, and Anna Saiti. "Financing Hospitals." In Strategic Management and Economics in Health Care, 207–32. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-35370-4_10.

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Valax, Marc, and Didier Vinot. "Hospitals: Facing New Shared Leadership Skills." In Skills Management, 131–56. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2019. http://dx.doi.org/10.1002/9781119579267.ch6.

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Winter, Alfred, Reinhold Haux, Elske Ammenwerth, Birgit Brigl, Nils Hellrung, and Franziska Jahn. "Strategic Information Management in Hospitals." In Health Information Systems, 237–82. London: Springer London, 2010. http://dx.doi.org/10.1007/978-1-84996-441-8_9.

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Buyurgan, Nebil, and Nabil Lehlou. "Portable Asset Management in Hospitals." In Systems Analysis Tools for Better Health Care Delivery, 21–36. New York, NY: Springer New York, 2012. http://dx.doi.org/10.1007/978-1-4614-5094-8_2.

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Brasher, Sally Mayall. "Hospital management." In Hospitals and Charity. Manchester University Press, 2017. http://dx.doi.org/10.7228/manchester/9781526119285.003.0004.

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In this chapter the various structures of hospital management are examined. As the model for charity in the eleventh and twelfth centuries was almost exclusively religious, these institutions were universally organized within some format of religious or semi-religious community that provided housing for staff and administrators as well as, patients, the poor, and pilgrims. Confraternities, converse, regular canons, neighbourhood associations and semi-religious groups such as the Humiliati were all involved in managing hospitals. This chapter provides an analysis of the groups and individuals who administered the hospitals and their affiliations with other larger religious and community entities.

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Brasher, Sally Mayall. "Hospital management." In Hospitals and charity. Manchester University Press, 2017. http://dx.doi.org/10.7765/9781526119292.00010.

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Burkle, Frederick M. "Advanced Triage Management for Emergency Medical Teams." In Field Hospitals, 119–32. Cambridge University Press, 2020. http://dx.doi.org/10.1017/9781316493489.013.

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Conference papers on the topic "Management of hospitals"

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Lee, Shih-Nien, and Tzu-Ching Weng. "Choice of Hospital Risk Management Strategy-Comparison between SARS and COVID-19." In Japan International Business and Management Research Conference. RSF Press & RESEARCH SYNERGY FOUNDATION, 2020. http://dx.doi.org/10.31098/jibm.v1i1.223.

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This study explored the methods for hospitals to take corresponding measures to implement response measures from the perspective of epidemic crisis management. Through the analysis of the practical experience of each hospital, the crisis situation, the countermeasures, and the review of the hospital's rehabilitation methods. The research method is a case study method. The main sources of research data are interviews, internal hospital file data, and related journal articles and media reports. Research results: 1. This research explored the organizational behavior of the hospital and the strategic emergency points that it showed in the face of crisis. 2. "Transformative" leadership style, with timely and application-oriented management. 3. The implementation of epidemic prevention measures and response methods have gradually embarked on the right path from the chaos. 4. Faced with a shortage of anti-epidemic materials, hospitals have been working hard to deal with risk management. Based on the above findings, this research provides some policy recommendations for hospitals to mobilize and respond to similar viral diseases in the future so as to follow up with medical institutions for learning and reference.

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Satria, Unggul Gaman, and Muhardi Muhardi. "Change Management in Hospitals." In Social and Humanities Research Symposium (SORES 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210617.014.

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Daxbeck, H., and P. Amrusch. "Sustainable waste management in hospitals." In ECOSUD 2007. Southampton, UK: WIT Press, 2007. http://dx.doi.org/10.2495/eco070481.

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Alhurayess, Saleh, and Mohamed K. Darwish. "Analysis of energy management in hospitals." In 2012 47th International Universities Power Engineering Conference (UPEC). IEEE, 2012. http://dx.doi.org/10.1109/upec.2012.6398665.

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Ekpendu, Ikechi. "Demotivation and Discipline in Nigerian Hospitals Case Study: Babcock University Teaching Hospital." In International Conference on Research in Human Resource Management. Acavent, 2019. http://dx.doi.org/10.33422/icrhrm.2019.03.104.

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Karasioğlu, Fehmi, and İbrahim Emre Göktürk. "The Applicability of Responsibility Accounting System within the Scope of Increasing Efficiency in Hospital Bussinesses in Turkey." In International Conference on Eurasian Economies. Eurasian Economists Association, 2013. http://dx.doi.org/10.36880/c04.00796.

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In order to reduce the waste of resources of health to minimum level, The most important sub-system of the system must take the necessary precautions in hospitals. Improving the quality of services provided in hospitals, ensuring cost control in hospitals, increasing competition, promotion of private initiatives are important elements which help these bussinesses to increase their effectiveness. Because of human health is a matter of priority in health services, the businesses which offer this services should think the economic priorities for second plan. This is a policy based on hospital establishments with income instead of providing added value to the costs without compromising on quality to ensure a minimum to decrease the cost, with the creation of the control system will be possible.The complex and the complex structure of hospitals also complicates the management of these enterprises.With the centrifugal organization structure and the sparation of management in the responsibility fields, management of this complex structure can be provided more efficiently.The most important problems in Turkey, in hospitals, professional management and cost control as a responsibility accounting system is a system that will produce a solution to the problem proposed.

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Liu Sheng, O. R., and H. M. C. Garcia. "Information management in hospitals: an integrating approach." In Ninth Annual International Phoenix Conference on Computers and Communications. 1990 Conference Proceedings. IEEE, 1990. http://dx.doi.org/10.1109/pccc.1990.101634.

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Zeng, Qing-Qing, Juan-Juan Du, and Ke Tang. "Medical Records Service Management in the Hospitals." In 2010 International Conference on Internet Technology and Applications (iTAP). IEEE, 2010. http://dx.doi.org/10.1109/itapp.2010.5566308.

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Lee, C. K. M., and Sathishwaran Palaniappan. "Effective asset management for hospitals with RFID." In 2014 IEEE International Technology Management Conference (ITMC). IEEE, 2014. http://dx.doi.org/10.1109/itmc.2014.6918596.

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Turečková, Kamila, and Jan Nevima. "SMART CITY: SMART NAVIGATION IN HOSPITALS." In 4th International Scientific Conference – EMAN 2020 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/eman.2020.209.

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The presented paper deals, in theoretical and conceptual terms, with one of the Smart solutions in the concept of Smart City. A smart solution can be defined as an innovative and functional approach towards solving situations in a responsible way and with positive consequences for society. These smart solutions are the core of the Smart City concept which, together with a smart region, present a new economic area where new markets or market segments offering innovative and intelligent (tangible and intangible) solutions for said cities and regions are developed. Specifically, the paper deals with the description of existing and innovative navigation systems in hospital buildings. Emphasis is placed on the analysis and comparison of indirect, explicit effects related to individual ways of navigation in hospitals. Knowledge of these effects, or their monetary quantification, is a key factor in assessing the effectiveness of the innovative solution and thus forms a specific input attribute in the decision-making process on implementation or rejection of such an implementation proposal.

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Reports on the topic "Management of hospitals"

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Bloom, Nicholas, Carol Propper, Stephan Seiler, and John Van Reenen. The Impact of Competition on Management Quality: Evidence from Public Hospitals. Cambridge, MA: National Bureau of Economic Research, May 2010. http://dx.doi.org/10.3386/w16032.

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Costa-Sánchez, C., M. Túñez-López, and JJ Videla-Rodríguez. Spanish hospitals in the social web. The management of Facebook and Twitter by Hospital Sant Joan de Déu (Barcelona). Revista Latina de Comunicación Social, November 2016. http://dx.doi.org/10.4185/rlcs-2016-1137en.

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Carey, Kathleen, and Avi Dor. Does Managerial 'Outsourcing' Reduce Expense Preference Behavior? A Comparison of Adopters and Non-Adopters of Contract-Management in US Hospitals. Cambridge, MA: National Bureau of Economic Research, September 2002. http://dx.doi.org/10.3386/w9157.

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Tipton, Kelley, Brian F. Leas, Nikhil K. Mull, Shazia M. Siddique, S. Ryan Greysen, Meghan B. Lane-Fall, and Amy Y. Tsou. Interventions To Decrease Hospital Length of Stay. Agency for Healthcare Research and Quality (AHRQ), September 2021. http://dx.doi.org/10.23970/ahrqepctb40.

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Background. Timely discharge of hospitalized patients can prevent patient harm, improve patient satisfaction and quality of life, and reduce costs. Numerous strategies have been tested to improve the efficiency and safety of patient recovery and discharge, but hospitals continue to face challenges. Purpose. This Technical Brief aimed to identify and synthesize current knowledge and emerging concepts regarding systematic strategies that hospitals and health systems can implement to reduce length of stay (LOS), with emphasis on medically complex or vulnerable patients at high risk for prolonged LOS due to clinical, social, or economic barriers to timely discharge. Methods. We conducted a structured search for published and unpublished studies and conducted interviews with Key Informants representing vulnerable patients, hospitals, health systems, and clinicians. The interviews provided guidance on our research protocol, search strategy, and analysis. Due to the large and diverse evidence base, we limited our evaluation to systematic reviews of interventions to decrease hospital LOS for patients at potentially higher risk for delayed discharge; primary research studies were not included, and searches were restricted to reviews published since 2010. We cataloged the characteristics of relevant interventions and assessed evidence of their effectiveness. Findings. Our searches yielded 4,364 potential studies. After screening, we included 19 systematic reviews reported in 20 articles. The reviews described eight strategies for reducing LOS: discharge planning; geriatric assessment or consultation; medication management; clinical pathways; inter- or multidisciplinary care; case management; hospitalist services; and telehealth. All reviews included adult patients, and two reviews also included children. Interventions were frequently designed for older (often frail) patients or patients with chronic illness. One review included pregnant women at high risk for premature delivery. No reviews focused on factors linking patient vulnerability with social determinants of health. The reviews reported few details about hospital setting, context, or resources associated with the interventions studied. Evidence for effectiveness of interventions was generally not robust and often inconsistent—for example, we identified six reviews of discharge planning; three found no effect on LOS, two found LOS decreased, and one reported an increase. Many reviews also reported patient readmission rates and mortality but with similarly inconsistent results. Conclusions. A broad range of strategies have been employed to reduce LOS, but rigorous systematic reviews have not consistently demonstrated effectiveness within medically complex, high-risk, and vulnerable populations. Health system leaders, researchers, and policymakers must collaborate to address these needs.

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Wyrsch, Steven J. Special Needs Prescriptions at the Johns Hopkins Hospital. A Management Study.. Fort Belvoir, VA: Defense Technical Information Center, January 1998. http://dx.doi.org/10.21236/ada372411.

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Coefield, Ocie M. Optimization and Management of Naval Hospital Bremerton's Military-Medicare Population by Market Analysis of the Naval Hospital Bremerton Empanelled Population. Fort Belvoir, VA: Defense Technical Information Center, April 2001. http://dx.doi.org/10.21236/ada420967.

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Rowbotham, Professor David, Dr Jeremy Cashman, Dr David Counsell, Ms Felicia Cox, Dr Paulah Crawford, Dr John Goddard, Dr Simon Higgs, et al. Best practice in the management of epidural analgesia in the hospital setting. The Association of Anaesthetists of Great Britain and Ireland, November 2010. http://dx.doi.org/10.21466/g.bpitmoe.2010.

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Rimmer, Jeffery F. Provider Level Satisfaction With Service Line Management at Blanchfield Army Community Hospital. Fort Belvoir, VA: Defense Technical Information Center, June 1999. http://dx.doi.org/10.21236/ada420826.

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Geolingo, Harld J. Graduate Management Project: Optimizing Cardiology and Radiology Services at Evans Army Community Hospital. Fort Belvoir, VA: Defense Technical Information Center, January 2004. http://dx.doi.org/10.21236/ada432710.

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Fox, Steven M. Running Head: Feasibility of Blood Management. Feasibility Study of a Blood Management Program in the Mike O'Callaghan Federal Hospital. Fort Belvoir, VA: Defense Technical Information Center, June 2009. http://dx.doi.org/10.21236/ada516488.

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