To see the other types of publications on this topic, follow the link: Management of hospitals.
Journal articles on the topic 'Management of hospitals'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Management of hospitals.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Bradley, Carol. "“Hospitable” Hospitals." Nursing Management (Springhouse) 31, no. 6 (June 2000): 25–26. http://dx.doi.org/10.1097/00006247-200006000-00008.
Full text
2
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.
Full text
3
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.
Full textAbstract:
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.
4
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.
Full textAbstract:
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.
5
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.
Full textAbstract:
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.
6
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.
Full textAbstract:
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.
7
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.
Full textAbstract:
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.
8
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.
Full text
9
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.
Full textAbstract:
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.
10
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.
Full textAbstract:
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.
11
Patil, Vishal. "Smart Hospital Management System." International Journal for Research in Applied Science and Engineering Technology 9, no. VI (June 20, 2021): 1878–81. http://dx.doi.org/10.22214/ijraset.2021.35440.
Full textAbstract:
Information and Communication Technologies (ICTs) are commonly using in healthcare organizations worldwide. There are different kinds of healthcare applications developed in android Smartphone’s which help patients and their caregivers to reduce time and cost efficiency. Hospitals are the largest and most complex organizations where health care is provided. Safe and effective patient care services in hospitals depend on the efficient decisions made by hospital executives. The main task of hospital executives is to ensure the hospital can provide high quality patient care and services. This Android application used for displaying hospital performance metrics on a daily basis. This application allows hospital executives to review and monitor hospital operational data with ease of access and in a portable manner. Thus, reducing the effort of the hospital executives to perform their tasks. In this research work, an application is developed that locates the nearest hospital. The System is designed for Any Hospital to replace their existing manual, paper-based system. The new system is to control the following information; List of Hospitals, bed availability, Book Appointment, List of Doctors, Facilities and Book Ambulance. With the help of this application, a patient can find the nearest hospital according to specialized consultant availability.
12
Abasi Sanjdari, Zeinab, Iravan Masoudi asl, Katayuon Jahangiri, and Leila Riahi. "A comparison of hospital quality management systems in Tehran hospitals and European hospitals." MEDICAL SCIENCES JOURNAL 28, no. 2 (June 1, 2018): 136–44. http://dx.doi.org/10.29252/iau.28.2.136.
Full text
13
Yantao, Xin. "Assessment of Hospital Emergency Management in the Beijing Area." Prehospital and Disaster Medicine 26, no. 3 (June 2011): 180–83. http://dx.doi.org/10.1017/s1049023x11006327.
Full textAbstract:
AbstractIntroduction: In recent years, the number of public health emergencies has increased. Improving hospital emergency management is an important challenge.Objective: This is a pilot study intended to assess hospital emergency management in the Beijing area, make recommendations to government health authorities and hospital managers, and offer references for similar studies.Methods: This was an observational, cross-sectional survey. Forty-five hospitals in the Beijing area were selected randomly. A self-administered questionnaire was used as a data collection tool. It comprised of three sections: (1) Section A was the introduction; (2) Section B asked for the respondent's personal information; and (3) Section C comprised the major part of the questionnaire and was intended to gather information regarding the hospital's general emergency management situation.Results: The survey response rate was 44%, accounting for 29% of total hospitals that the study targeted. No hospital had an established emergency management department or full-time staff for emergency management. A total of 15–45% of the hospitals had established a hospital emergency management committee, performed a vulnerability analysis, or evaluated emergency management regularly. Twenty-five percent of respondents thought that the local government health authority had established an integrated hospital incident command system. A total of 40%–55% of hospitals contracted with outside institutions for supplements, backup of key functional systems and professional support.Conclusions: After the occurrence of the 2003 severe acute respiratory syndrome (SARS) epidemic, Chinese hospital managers took many measures to improve hospital resilience. However, most of these efforts lacked the guidance of theories, concepts, principles, and methods. An integrated, standardized, operational hospital emergency management model has not been established. Although the survey response rate was relatively low, some clues for further study were discovered, and suggestions to the health authority for hospital emergency management improvement were revealed.
14
Barzdins, Juris, Rita Konstante, Uldis Mitenbergs, and Maris Taube. "Transition to hospital process orientation: The case of regional hospitals in Latvia." Journal of Hospital Administration 5, no. 2 (December 13, 2015): 15. http://dx.doi.org/10.5430/jha.v5n2p15.
Full textAbstract:
Management of processes instead of functions has growing importance into the health care. Transition to hospital process orientation (HPO) changes the way physicians and other health professionals have used to practice before. Study was performed to explore factors affecting introduction of HPO in Latvian hospitals responding to significant external pressures during the years of economic crisis to detect the best practices used for process management implementation in clinical setting. To reach the research goal dissimilarities between current performance and management of hospitals were explored. As changes in hospital reimbursement system demand improved efficiency, hospital’s performance was measured by decrease in avoidable hospitalisations, and increase in usage of more cost effective alternatives to a full hospitalisation. A regression analysis was performed to evaluate correlations of hospitalisation rates in Latvian hospitals to various outpatient health services utilisation indicators. This was done to exclude influence of external factors on hospital performance and to prove the positive impact of HPO initiatives on hospitalisation rate. Afterward the performance of all regional hospitals was compared and the two most distinct hospitals were selected for further in depth analysis. Operational data of the selected hospitals and a set of structured interviews outlined the differences between both hospital’s managerial practices and factors affecting the introduction of process oriented initiatives. The theoretical research together with comparative analysis of approaches used in both hospitals served as a basis for elaboration of recommendations towards development of HPO and facilitation of the development of self-management competence of health professionals.
15
MIKI, Akiko. "Stress Management in Hospitals." SANGYO EISEIGAKU ZASSHI 44, no. 6 (2002): 219–23. http://dx.doi.org/10.1539/sangyoeisei.kj00001039883.
Full text
16
Lipp, M., H. Paschen, M. Daubländer, R. Bickel-Pettrup, and W. Dick. "Disaster management in hospitals." Current Anaesthesia & Critical Care 9, no. 2 (April 1998): 78–85. http://dx.doi.org/10.1016/s0953-7112(98)80033-1.
Full text
17
Loria, Gaurav, Nipun Choudhry, and Karan Sharma. "Fire management in hospitals." Apollo Medicine 9, no. 1 (March 2012): 74–76. http://dx.doi.org/10.1016/s0976-0016(12)60125-2.
Full text
18
Wilkesmann, Maximiliane. "Ignorance management in hospitals." VINE Journal of Information and Knowledge Management Systems 46, no. 4 (November 14, 2016): 430–49. http://dx.doi.org/10.1108/vjikms-08-2016-0046.
Full textAbstract:
Purpose The purpose of this paper is to investigate how professionals, like doctors, deal with their ignorance? Which strategies do they apply? How can the organization support activities that encourage dealing with ignorance in a positive way? The paper shows how ignorance can be managed in professional organizations like hospitals. Design/methodology/approach To explore this touchy subject, the research follows a sequential mixed method design. The advantage of combining research methods is the opportunity to explore an uninvestigated research field. In the first exploratory research sequence (empirical study 1) preliminary questions were defined by means of 43 qualitative semi-structured interviews with hospital physicians and literature analysis. The results of the qualitative content analysis also served as a starting point for the development of a Germany-wide online-questionnaire survey with more than 2,500 physicians (empirical study 2). Findings The results show that breaks, a lack of negative organizational constraints, collective learning, positive role models and intrinsic motivation have the highest impact on ignorance sharing of physicians in hospitals. In reverse, negative organizational constraints, distrust, a lack of intrinsic motivation and omitting the implementation of evidence-based insights in terms of collective learning have the highest impact on hiding ignorance. These findings help to manage ignorance in a positive way. Originality/value Physicians all over the world have to deal with incomplete information and ignorance in their daily work. Mostly, they have no time and/or resources to gather all relevant information before they make a diagnosis or administer a therapy. It is quite evident that scientific discourses on knowledge management and professions mostly emphasize the power of expertise and knowledge, whereas research on ignorance is currently more or less neglected. This paper is one of the first attempts to overcome this research gap.
19
Fox, J. T. "Management of Feedyard Hospitals." Veterinary Clinics of North America: Food Animal Practice 31, no. 3 (November 2015): 455–63. http://dx.doi.org/10.1016/j.cvfa.2015.05.006.
Full text
20
Roger, F. H. "Cost management for hospitals." Health Policy 10, no. 1 (August 1988): 120–21. http://dx.doi.org/10.1016/0168-8510(88)90095-4.
Full text
21
Raharjana, Indra Kharisma, Ayundha Puspadini, and Eva Hariyanti. "Information Technology Supplier Management in Hospitals." Bulletin of Electrical Engineering and Informatics 7, no. 2 (June 1, 2018): 306–13. http://dx.doi.org/10.11591/eei.v7i2.694.
Full textAbstract:
In this study, we developed a document for managing Information Technology suppliers in hospitals. This document is used to ensure the proper management of IT suppliers in the hospital. Products and services in Information Technology have characteristics and specifications that are always up to date, making it difficult for non-IT people to understand. Hospitals whose main business in the health sector is often lack of human resources who understand IT. Observations and interviews were conducted in Indonesian hospital, to identify the characteristics and problems in supplier management. Control Objectives for Information and Related Technologies (COBIT), Information Technology Infrastructure Library (ITIL) and government regulations on supplier management were reviewed and combined as a benchmark and guidance on how supplier management activities are carried out. The result of the process is a Standard Operating Procedure (SOP) document. The parties involved in the supplier management process have evaluated the SOP document. From the results of the study, it is known that currently, the hospital is still focused on procedures procurement of goods and services that are government regulated. This study proposes some new activities that are not currently done by the hospital.
22
Giménez, Víctor, Diego Prior, and Jorge R. Keith. "Strategic alliances’ effects over hospital efficiency and capacity utilization in México." Academia Revista Latinoamericana de Administración 33, no. 1 (March 2, 2020): 128–46. http://dx.doi.org/10.1108/arla-11-2018-0248.
Full textAbstract:
PurposeThis paper aims to investigate the efficiency implications of belonging to a strategic hospital alliance (SHA) and measuring the effects over capacity utilization of such agreements in a Mexican healthcare context.Design/methodology/approachData Envelopment Analysis (DEA) is the nonparametric methodology used, which supports both objectives. Technological gaps ratios are calculated by using DEA-metafrontier approach to compare efficiency between SHA members and a hospital’s control group. Also, hospital capacity utilization ratios are used as the maximum rate of output possible from fixed inputs in a frontier setting using directional distance functions. Data were collected from an alliance called Consorcio Mexicano de Hospitales in México, which has 29 general private hospitals and a group of 47 hospitals with same characteristics from a database made by the Instituto Nacional de Estadística y Geografía for year 2014.FindingsThe results indicate that efficiency is better at hospitals that belong to an alliance; it also shows an improvement of installed capacity management for hospital alliances in México.Originality/valueThe results can be useful for both private health organization managers and regulators themselves to adopt management practices that may end up having a favorable impact on cost and prices containment. Additionally, there are no previous studies neither in Mexico nor in Latin America that analyze the impact of strategic hospitality alliances on the efficiency and utilization of the capacity of private hospitals.
23
Bajracharya, Sumana, and Ashis Shrestha. "Implementation of a Disaster Coordination and Communication Plan in Nepal: Hub and Satellite Concept." Prehospital and Disaster Medicine 34, s1 (May 2019): s79. http://dx.doi.org/10.1017/s1049023x19001651.
Full textAbstract:
Introduction:One lesson learned from the 2015 Nepal earthquake was the need for a more coordinated effort between hospitals to improve disaster response. To improve the coordination, the concept of a hub and satellite system was introduced.Aim:Describe the implementation of a hub and satellite system in the disaster management plan to improve coordination and communication between hospitals and the health system during a disaster.Methods:A standard hospital disaster management plan was developed and validated with governmental and non-governmental agencies. Twenty-five hub hospitals within Nepal were identified. Smaller hospitals surrounding hub hospitals were identified as satellite hospitals. A plan was made to address communication and coordination between hub-satellite hospitals and ministry of health involving resource sharing, capacity analysis, and development of deployment teams in each hub. An output-based workshop was planned. Each hospital’s existing plans were evaluated before the workshop with a checklist containing essential components of disaster management. Each hospital was oriented and allowed to fill up a standardized template of a disaster management plan, after which their disaster management plan was reevaluated. The newly developed plan was then tested with a tabletop exercise function. The trainings were conducted from September 2017 to October 2018.Results:Disaster management plans were made in 110 hospitals, including nine hub hospitals and 101 satellite hospitals in three of seven provinces in Nepal. Evaluation of a pre-workshop score for the existing disaster plan was 18/32, and the score of the disaster plan post-workshop was 30/32 on average. The average score for hospitals for the tabletop exercise was 68.2% (53.8% to 84.6%).Discussion:A hub-satellite system-based disaster management plan has been developed and implemented in more than 100 hospitals in Nepal. Workshops for these hub and satellite hospitals improved their communication, coordination, and planning to improve disaster preparedness and future response.
24
Bosco Kakooza, John, Immaculate Tusiime, Hojops Odoch, and Vincent Bagire. "Management Practices and Performance of Public hospitals in Uganda." International Journal of Management Science and Business Administration 1, no. 7 (2015): 22–29. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.17.1002.
Full textAbstract:
The Daily Monitor publications ran serialized articles showing the awful state of government hospitals across the country. While the Ministry of Health insists that the problem is not as bad as it is depicted, the level of service delivery in public hospitals has come under serious public scrutiny espousing the cause for concern about policy, practice and research. There should be glaring gaps in management practices as a possible explanation. In this study, we investigated impact of management decision making, structure, processes, communication and management style on hospital performance. The study has emphasized good management as the determinant of better performance of hospitals in the Ugandan context. Findings of this study challenges policy makers to strengthen management processes in addition to mobilizing financial, human and capital resources for hospitals. The study extends the debate on application of management theory with practice in the health sector in the Ugandan context.
25
Janiszewski, Jan Maksymilian. "Lean management – organisational innovation in hospitals." Europa Regionum 31 (2017): 79–92. http://dx.doi.org/10.18276/er.2017.31-06.
Full text
26
Kendrick, Madeleine Iris, Timothy Bartram, Jillian Cavanagh, and John Burgess. "Role of strategic human resource management in crisis management in Australian greenfield hospital sites: a crisis management theory perspective." Australian Health Review 43, no. 2 (2019): 157. http://dx.doi.org/10.1071/ah17160.
Full textAbstract:
Objective This study examined strategic human resource management (SHRM) activities in two case hospitals relative to their approach to greenfield site success. Methods A comparative case study analysis approach was used, with documents sourced from public, open-access sites. The theoretical framework of crisis management theory’s (CMT) proactive management and open communication channels was used to examine the documents, which were annual reports addressing both hospitals’ first year of performance, union publications and transcripts of relevant parliamentary inquiries. Results The hospital that effectively used CMT in its first 12 months was demonstratively more ‘successful’ than the hospital that reported to not have effectively used CMT. ‘Success’ in this project was articulated as the hospital’s ability to consolidate operations, without ongoing negative media attention, after 12 months. Conclusion This study provided an identification of how the use of CMT in a hospital’s greenfield stage can increase the hospital’s chances of ‘success’. What is known about the topic? Journal and media articles illustrated a gap in greenfield human resource management (HRM) regarding successful consolidation, especially the healthcare context. Although manufacturing firms are addressed in academic literature in a greenfield context, there is a lack of knowledge concerning successful greenfield HRM in a healthcare context. What does this paper add? This study is among the first to identify the role of CMT in successful greenfield site establishment by identifying its presence in management activities. What are the implications for practitioners? The findings of this study suggest a potential link between the implementation of CMT and greenfield site success. This could allow future greenfield healthcare sites to operate with less cost and risk. The lack of stakeholder participation in the present study limits the applicability of its findings. However, archival document analysis provides a strong foundation for future studies.
27
Malik, Dr Neha, and Dr Satpal Dr. Satpal. "Management and Control of Nosocomial Infections in Hospitals." International Journal of Scientific Research 3, no. 2 (June 1, 2012): 227–28. http://dx.doi.org/10.15373/22778179/feb2014/75.
Full text
28
Faghisolouk, Farshad, Reza Khani Jazani, and Sanaz Sohrabizadeh. "HOSPITAL DISASTER RISK MANAGEMENT: THE CASE OF URMIA HOSPITALS." Asian Journal of Pharmaceutical and Clinical Research 11, no. 3 (March 1, 2018): 447. http://dx.doi.org/10.22159/ajpcr.2018.v11i3.23625.
Full textAbstract:
Objective: This study has been conducted with the aim of assessing the risk management category and its status in hospital from the perspective of senior managers in Urmia hospitals considering the existing scientific gap and the importance of the issue for the health system and society.Methods: This cross-sectional research was conducted in all 12 hospitals in Urmia. Participants in the research included 37 senior hospital managers. Data gathering instrument was a researcher-made questionnaire with Likert scale. Content validity and reliability of the tool (Cronbach’s alpha coefficient) have been also measured in a similar study. This tool has been designed in two parts: Demographic specifications and items (44 questions). Kolmogorov-Smirnov, ANOVA one-way, independent t-test, and Spearman tests were used in SPSS 20 software for statistical analysis.Results: The average of total score of all risk management components was equal to 3.0445, which is in moderate level. According to ANOVA one-way test, there was no significant relationship between the organizational status of managers and their education level with any of the risk management components. Furthermore, it was specified using independent t-test, there is no statistically significant relationship between gender and risk management components. It was specified using Pearson correlation test; there is a statistically significant relationship between gender and education level as well as individual’s organizational status (p-value: 0.001).Conclusion: Studied hospitals have suffered from the lack of risk management. There is not enough knowledge in this regard among senior hospital managers, and therefore, due to the importance of this issue, needed policies and programs should be provided to all hospital managers and needed supporting and education should be provided in regard to the implementation of risk management measures.
29
Pulimood, Benjamin M. "Management Training for Hospital Administrators." Vikalpa: The Journal for Decision Makers 12, no. 3 (July 1987): 65–68. http://dx.doi.org/10.1177/0256090919870308.
Full textAbstract:
Just befme taking over as the Director of Christian Medical College and Hospital, Vellore, Dr Benjamin Pulimood spent a few months at the Indian Institute of Management, Ahmedabad. He took keen interest in the PGP students and attended several seminars and courses. Major hospitals today have large budgets and immense problems of administration. Given these complexities, Dr Pulimood feels that management training would be useful for hospital administrators. He recommends short-term. management programmes for medical experts who have to administer large hospitals.
30
Thomson, Lindsay D. G. "Management of schizophrenia in conditions of high security." Advances in Psychiatric Treatment 6, no. 4 (July 2000): 252–60. http://dx.doi.org/10.1192/apt.6.4.252.
Full textAbstract:
There are four high-security hospitals in the UK: Broadmoor Hospital in Berkshire (founded in 1863), Rampton Hospital in Nottinghamshire (1914), Ashworth Hospital in Merseyside (1990), which opened following the amalgamation of Park Lane (1974) and Mosside Hospitals (1913), and the State Hospital at Carstairs in Lanarkshire (1948). The first three are known as the special hospitals and serve England and Wales. The latter offers a special security service, combining high and medium secure care, for the whole of Scotland and Northern Ireland – there is no form of medium secure psychiatric provision in these countries. All four hospitals provide care for patients with mental disorders and dangerous, violent or criminal propensities. There are approximately 1550 beds in these facilities and all patients are formally detained under mental health or criminal legislation. The special hospitals are currently administered by the high-security psychiatric services commissioning team, managed locally as individual authorities, although in the future it is intended to integrate them more fully into the National Health Service (NHS) and to organise both high and medium secure services at a regional level. Carstairs is administered by the State Hospital Board for Scotland which has the status of a special health board.
31
Agarwal, Renu, Roy Green, Neeru Agarwal, and Krithika Randhawa. "Benchmarking management practices in Australian public healthcare." Journal of Health Organization and Management 30, no. 1 (March 21, 2016): 31–56. http://dx.doi.org/10.1108/jhom-07-2013-0143.
Full textAbstract:
Purpose – The purpose of this paper is to investigate the quality of management practices of public hospitals in the Australian healthcare system, specifically those in the state-managed health systems of Queensland and New South Wales (NSW). Further, the authors assess the management practices of Queensland and NSW public hospitals jointly and globally benchmark against those in the health systems of seven other countries, namely, USA, UK, Sweden, France, Germany, Italy and Canada. Design/methodology/approach – In this study, the authors adapt the unique and globally deployed Bloom et al. (2009) survey instrument that uses a “double blind, double scored” methodology and an interview-based scoring grid to measure and internationally benchmark the management practices in Queensland and NSW public hospitals based on 21 management dimensions across four broad areas of management – operations, performance monitoring, targets and people management. Findings – The findings reveal the areas of strength and potential areas of improvement in the Queensland and NSW Health hospital management practices when compared with public hospitals in seven countries, namely, USA, UK, Sweden, France, Germany, Italy and Canada. Together, Queensland and NSW Health hospitals perform best in operations management followed by performance monitoring. While target management presents scope for improvement, people management is the sphere where these Australian hospitals lag the most. Practical implications – This paper is of interest to both hospital administrators and health care policy-makers aiming to lift management quality at the hospital level as well as at the institutional level, as a vehicle to consistently deliver sustainable high-quality health services. Originality/value – This study provides the first internationally comparable robust measure of management capability in Australian public hospitals, where hospitals are run independently by the state-run healthcare systems. Additionally, this research study contributes to the empirical evidence base on the quality of management practices in the Australian public healthcare systems of Queensland and NSW.
32
Portela, Maria Conceição A. Silva, Ana Santos Camanho, Diogo Queiroz Almeida, Luiz Lopes, Sofia Nogueira Silva, and Ricardo Castro. "Benchmarking hospitals through a web based platform." Benchmarking: An International Journal 23, no. 3 (April 4, 2016): 722–39. http://dx.doi.org/10.1108/bij-07-2014-0067.
Full textAbstract:
Purpose – In a context of international economic crisis the improvement in the efficiency and productivity of public services is seen as a way to maintain high-quality levels at lower costs. Increased productivity can be promoted through benchmarking exercises, where key performance indicators (KPIs), individually or aggregated, are used to compare health units. The purpose of this paper is to describe a benchmarking platform, called Hospital Benchmarking (HOBE), where hospital’s services are used as the unit of analysis. Design/methodology/approach – HOBE platform includes a set of managerial indicators through which hospital services’ are compared. The platform also benchmarks services through aggregate service indicators, and provides an aggregate measure of hospital’s performance based on a composite indicator of the service’s performances. These aggregate indicators were obtained through data envelopment analysis (DEA). Findings – Some results are presented for Portuguese hospitals for the trial years of 2008 and 2009, for which data is publicly available. Details for the service-level analysis are provided for a sample hospital, as well as details on the aggregate performance resulting from services performances. Practical implications – HOBE’s features and outcomes show that the platform can be used to guide management actions and to support the design of health policies by administrative authorities, provided that good quality and timely data are available, and that hospitals are involved in the design of the KPIs. Originality/value – The platform is innovative in the sense that it bases its analysis on hospital’s services, which are in general more comparable among hospitals than indicators of hospital overall performance. In addition, it makes use of DEA to aggregate performance indicators, allowing for user choice in the inputs and outputs to be aggregated, and it proposes a novel model to aggregate service’s efficiencies into a single measure of hospital performance.
33
A'aqoulah, Ashraf, Ahmed Bawa Kuyini, and Musa T. Ajlouni. "Addressing Quality Management System Obstacles in Jordanian Hospitals." International Business Research 9, no. 9 (July 18, 2016): 34. http://dx.doi.org/10.5539/ibr.v9n9p34.
Full textAbstract:
<p>Quality Management System (QMS) enhances management, allows more effective organisation, improves quality of services, increases staff satisfaction and commitment to the organisation, enhances co-operation among employees and management, and improve patients’ satisfaction. Therefore, all hospitals make consistent efforts to address obstacles that face their QMS.</p><p>This study aimed to explore Hospital managers’ views about how to address QMS obstacles in Jordanian hospitals. The results from semi-structure interviews with 30 managers consisting of general directors, medical directors, administrative directors, quality directors, and nursing directors showed that hospitals can address QMS obstacles through a range of measures including but not limited to rewarding talented employees, providing good salaries and benefits, and recruiting qualified and efficient hospital managers. Recommendations for improving the implementation of QMS in Jordanian hospitals are provided.</p>
34
Lee, Shih-Nien, Tzu-Ching Weng, and Hsin-Yi Huang. "Internal control effectiveness: A study of medical institutions." Corporate Ownership and Control 18, no. 3 (2021): 66–74. http://dx.doi.org/10.22495/cocv18i3art6.
Full textAbstract:
As a healthcare organization, hospitals should professional service to their clients. Therefore, hospitals have obligation to improve overall service quality. In exploring the relationship between hospital budget control and organizational effectiveness, the hospital’s management staff has rich professional medical knowledge, they still have not received the training of general corporate organization and the management technology of corporate management. To improve the effectiveness of the organization, managers in hospitals should have enough experience in management control and rely on peer control. Therefore, internal control is a management process that integrates various management control and evaluation measures within the hospital, this study believes that the management staff of medical institutions should use common standards to evaluate the degree of a hospital operation, management efficiency, and medical quality. An internal control system can be simultaneously built and implemented by the topmost level of management in a hospital. It involves the commercial and business experiences related to an organization’s control, financial, and other systems. It regularly and effectively ensures compliance with management policies while safeguarding assets as well as the completeness and accuracy of safety records. Internal control is an indispensable aspect of the governance norms and methods of many companies. The hospital can also achieve value enhancement and sustainable existence through the continuous operation of the internal control system designed, and the supervision of external audit firms.
35
Yeh, Duen-Yian, and Ching-Hsue Cheng. "Performance Management of Taiwan’s National Hospitals." International Journal of Information Technology & Decision Making 15, no. 01 (January 2016): 187–213. http://dx.doi.org/10.1142/s0219622014500199.
Full textAbstract:
This study aimed to conduct operation performance evaluations of Taiwan’s national hospitals during the period 2005–2008 and also propose appropriate suggestions for operation performance improvements. 28 national hospitals were selected as study objects and six input variables and three output variables were filtered as evaluation measures. Data envelopment analysis model was used for annual operation performance evaluation, and Malmquist productivity index for intertemporal operation performance change analysis. In addition, a performance scatter diagram and a strategy management matrix were utilized to synthetically analyze all kinds of operation performance data and accordingly improvement suggestions were proposed. Several findings were explored, including (1) nearly 60% of national hospitals ran an inefficient performance; (2) a significant gap between urban and nonurban hospitals did exist in health care resources allocation and medical service outputs, which reflected the negative public opinion about regional medical care resources gap in Taiwan; (3) other evidence depicted the expectation that the government of Taiwan has already wasted a lot of medical resources in the operation of Taiwan’s national hospitals; (4) 70–80% of Taiwan’s national hospitals ran a constant returns-of-scale operation, while the remainder ran a decreasing returns-of-scale operation; and (5) a extreme disparity existed in the total productivity, which rationally conjectured the cause came from the bad operation of several individual national hospitals. At last, two main suggestions advocated: (a) the government of Taiwan should reconsider the medical care resources allocation between urban and nonurban hospitals; and (b) hospital operation performance should be regarded as one of the main prerequisites for government budget subsidies so as to stimulate operation performance improvement and self-sufficiency operation.
36
Londorf, Donald. "Hospital Application of the Incident Management System." Prehospital and Disaster Medicine 10, no. 3 (September 1995): 184–88. http://dx.doi.org/10.1017/s1049023x00041984.
Full textAbstract:
AbstractThe organization of hospitals during an external or internal disaster frequently is defined in the required disaster plan. However, the organizational structure is not uniform. This article describes the incident management system (IMS) established for the organization of out-of-hospital disaster responses and suggest a similar system for use in disaster management tvithin hospitals. Adoption of the Hospital Incident Management System (HIMS) not only would provide a powerful framework for all hospital emergency responses, but it also would provide a necessary link to outside agencies.
37
DORION, ERIC, ELIANA SEVERO, PELAYO OLEA, CRISTINE NODARI, and JULIO FERRO DE GUIMARAES. "HOSPITAL ENVIRONMENTAL AND RESIDUES MANAGEMENT: BRAZILIAN EXPERIENCES." Journal of Environmental Assessment Policy and Management 14, no. 03 (September 2012): 1250018. http://dx.doi.org/10.1142/s1464333212500184.
Full textAbstract:
Since Brazilian healthcare institutions have the duty to care about public health service, they also have the social and financial responsibilities to bring environmentally friendly practices and strategies, including principally a responsible attitude towards hospital waste management. Negligent waste management contributes significantly to polluting the environment. Today, a specific regional context in the southern State of Rio Grande do Sul, Brazil, shows an ambivalent situation in terms of hospital waste management. This study aims to analyze the environmental management practices and innovation strategies of the hospitals of the Serra Gaúcha region, as well as conducting a comparison between the environmental management practices versus the current Brazilian laws. Based on data analysis, it was found that all hospitals employ the practice of waste segregation, preserving public health and environmental quality. However, in respect to hospital waste effluents, 75% of the hospitals of the Serra Gaúcha region do not treat their hospital effluents, not complying with the current Brazilian legislation.
38
Chien, Ching Wen, James E. Rohrer, Robert Ludke, and Gary Levitz. "Munificent Environments, Management Control, and the Cost of Rural Hospital Care." Health Services Management Research 8, no. 2 (May 1995): 135–42. http://dx.doi.org/10.1177/095148489500800205.
Full textAbstract:
Rural hospitals have been threatened by declining revenues. Control over costs will be necessary to help these hospitals survive. Investigation of the determinants of hospital costs in Iowa reveals that costs are primarily caused by environmental factors, rather than variables over which managers have control. Furthermore, efforts by policy makers to improve hospital efficiency by stimulating competition among hospitals may have been ineffective, since the level of competition was not found to be associated with hospital production costs.
39
Hines, Emmanuelle, and Colleen E. Reid. "Hurricane Harvey Hospital Flood Impacts: Accuracy of Federal Emergency Management Agency Flood Hazard Areas in Harris County, Texas." American Journal of Public Health 110, no. 4 (April 2020): 574–79. http://dx.doi.org/10.2105/ajph.2019.305520.
Full textAbstract:
Objectives. To compare the flood impacts experienced by Harris County, Texas, hospitals with Federal Emergency Management Agency (FEMA) flood hazard areas and Hurricane Harvey’s inundation boundary. Methods. One year following Hurricane Harvey, we created a novel data set of Hurricane Harvey’s flood impacts in Harris County hospitals. We then mapped the hospital flood impact data in ArcGIS alongside FEMA flood hazard areas and Hurricane Harvey’s inundation boundary to classify each hospital’s location in high flood-risk areas and in areas purportedly affected by Hurricane Harvey. Results. Of the 66 hospitals for which flood impact information was ascertained, 16 (24%) hospitals experienced flood impacts during Hurricane Harvey. Of these 16 hospitals, 5 (31%) were located outside a FEMA flood hazard area and 8 (50%) were located outside Hurricane Harvey’s inundation boundary. Conclusions. FEMA flood hazard areas did not accurately predict all areas of Harris County, Texas, that flooded during Hurricane Harvey or which hospitals experienced flood impacts.
40
Cardiff, Karen, Geoffrey Anderson, and Samuel Sheps. "Evaluation of a Hospital-Based Utilization Management Program." Healthcare Management Forum 8, no. 1 (April 1995): 38–45. http://dx.doi.org/10.1016/s0840-4704(10)60894-0.
Full textAbstract:
The objective of this study was to evaluate the impact of a utilization management (UM) program designed to decrease inappropriate use of acute care hospital beds while maintaining quality of care. The measure used to define appropriateness was the ISD-A, a diagnosis-independent measurement tool which relies on severity of illness and intensity of service criteria. The outcome measures for the study included appropriate admission to hospital and continued days of stay in hospital, 30-day readmission rates and physician perceptions of the impact of the intervention on quality of care, access to services and patient discharge patterns. The sample frame for the study included two control and two intervention community hospitals, involving 1,800 patient charts. Readmission rates were determined by analyzing all separations from medical services (N=42,014) in the two experimental and two control hospitals. All physicians with admitting privileges (N=312) at the intervention hospitals were surveyed; obstetricians, pediatricians, and psychiatrists were excluded from the survey. The results of the study demonstrated that the proportion of inappropriate admissions did not decrease significantly in any of the hospitals, but there were significant decreases in inappropriate continued stay in the intervention hospitals (p < 0.05). Both intervention and one of the control hospitals had lower 30-day readmission rates in the “after” period than in the “before” period (p < 0.05). Eighty-six percent believed that there had been no adverse impact on access to care and, although 25% thought the program may have led to premature discharge, this was not supported by the readmission data.
41
Morris, Kathleen, Neil Stuart, Barry Monaghan, and Leslie Alton. "An Evaluation of Program Management: The West Park Hospital Experience." Healthcare Management Forum 7, no. 2 (July 1994): 29–37. http://dx.doi.org/10.1016/s0840-4704(10)61054-x.
Full textAbstract:
Program management as a way to structure hospital management has been attracting growing interest. Numerous hospitals are introducing it. West Park Hospital was one of the first hospitals to adopt program management in 1991 and mount a rigorous evaluation of the new approach, one which relied on external evaluators. This article reviews the emergence of program management in the hospital sector and reports on the evaluation of West Park's experience.
42
Razavi, Fatemeh, Nader Mazloomi, and Mohamad Saleh Torkestani. "Assessing hospitals clinical risk management." Quarterly Journal of Nersing Management 5, no. 1 (June 1, 2016): 49–59. http://dx.doi.org/10.29252/ijnv.5.1.49.
Full text
43
Gowthaman, Bhuvaneswari, and S. S. Rau. "CUSTOMER RELATIONSHIP MANAGEMENT IN HOSPITALS." International Journal on Information Sciences and Computing 3, no. 1 (2009): 38–46. http://dx.doi.org/10.18000/ijisac.50039.
Full text
44
Srujana, S., and M. Sridhar Kumar. "Knowledge Management At Ozone Hospitals." Think India 22, no. 3 (September 26, 2019): 382–88. http://dx.doi.org/10.26643/think-india.v22i3.8267.
Full textAbstract:
The back-broadly millennium is in the of bombard grant-in-advance witnessing serious opponent in the thick of the laic as broadly as the intercontinental throw away. Concise abominate adept-bodied Acquaintanceship Government is enduring emerging as a camp monogram, prowl organizations great are adopting to furnish and keep off organizational familiarity, for practicable romance justify. In this planet of channel alteration, we endeavor to inaugurate avant-garde approximately and ideas finish. We genuine deviate by breathless at what we cognizant, and imposition it to what we annihilate moan on thither sides of the two cognizant.
45
EROĞLU, Özgür. "Total Quality Management In Hospitals." Social Sciences Studies Journal 5, no. 50 (January 1, 2019): 6737–40. http://dx.doi.org/10.26449/sssj.1892.
Full text
46
Cela, Maryann. "Management Rights in Unionized Hospitals." Nursing Management (Springhouse) 20, Sup 6 (February 1989): 82???83. http://dx.doi.org/10.1097/00006247-198902000-00024.
Full text
47
Alexander, Jeffrey A., and Thomas G. Rundall. "Public Hospitals Under Contract Management." Medical Care 23, no. 3 (March 1985): 209–19. http://dx.doi.org/10.1097/00005650-198503000-00003.
Full text
48
LAMMERS, JOHN C., SHAN CRETIN, STUART GILMAN, and EMELOU CALINGO. "Total Quality Management in Hospitals." Medical Care 34, no. 5 (May 1996): 463–78. http://dx.doi.org/10.1097/00005650-199605000-00008.
Full text
49
Saad, Samia Galal. "Integrated Environmental Management for Hospitals." Indoor and Built Environment 12, no. 1-2 (February 2003): 93–98. http://dx.doi.org/10.1177/1420326x03012001015.
Full text
50
Bošnjak, Ivan, and Marija Bošnjak. "LEAN System Management in Hospitals." Athens Journal of Health and Medical Sciences 7, no. 3 (July 28, 2020): 127–44. http://dx.doi.org/10.30958/ajhms.7-3-1.
Full text