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At least 343 records · Page 19Linked to original sources
PubMed1991

Formal strategy in public hospitals.

This paper suggests that the difficulties associated with the application of formal strategic planning in public professional service organizations may have been underestimated in much of the literature. A survey of written strategic plans produced by Canadian hospitals showed that these plans were often heavily oriented towards expansion, ambiguous and rather loosely integrated, leading to questions concerning their realism and utility as a basis for strategic decisions. This phenomenon seems symptomatic of the complex (and often highly political) decision making environment faced by hospital administrators (and by managers of other professional service organizations such as universities and social service agencies). It is concluded that the benefits of formal planning may be different and less tangible for these organizations than for private business.

Canada↗
PubMedDate not supplied

Responding to the challenges of the new healthcare marketplace: organizing for creativity and innovation.

The health services industry is undergoing a revolution. Changing reimbursement and competitive dynamics are creating new incentives and constraints that demand different organizational responses. To survive, let alone thrive, health service organizations must enhance their level of creativity and innovation. This article describes the process of creativity and innovation, discusses barriers that impede the development of new services and products, and explores strategies for enhancing the creative and innovative potential of these organizations. Health service organizations that effectively and efficiently manage the generation and development of new ideas will have a significant competitive edge in the years to come. Organizational creativity and innovation will become the new "high ground" in the health services industry.

Capital Financing↗
PubMed2002

The research agenda for improving health policy, systems performance, and service delivery for tuberculosis control: a WHO perspective.

The development of WHO's DOTS strategy for the control of tuberculosis (TB) in 1995 led to the expansion, adaptation and improvement of operational research in this area. From being a patchwork of small-scale studies concerned with aspects of service delivery, TB operational research shifted to larger-scale, often multicountry projects that were also concerned with health policy and the needs of health systems. The results are now being put into practice by national TB control programmes. In 1998 an ad hoc committee identified the chief factors inhibiting the expansion of DOTS: lack of political will and commitment, poor financial support for TB control, poor organization and management of health services, inadequate human resources, irregular drug supplies, the HIV epidemic, and the rise of multidrug resistance. An analysis of current operational research on TB is presented on the basis of these constraints, and examples of successful projects are outlined in the article. We discuss the prerequisites for success, the shortcomings of this WHO- supported programme, and future challenges and needs.

Antitubercular Agents↗
PubMed1989

HMO update. Where are they headed?

Health maintenance organizations (HMOs) are undergoing major changes, among them the following: Enrollee growth will continue to be strong, although the rate of growth will diminish. HMOs will develop new product lines, such as offering preferred provider organizations and various cost management services. The competitive environment has become tougher. Quality of care concerns among the public are on the rise. Employers, while generally supportive of HMOs, are also questioning and changing their contractual relationships with them.

Economic Competition↗
PubMedDate not supplied

[Health services management challenges in theory and practice].

This article deals with the management of health services and organizations, focusing on knowledge as an action resource, which turns into a source of autonomy, authority and power for subjects in the context of their practices. The movement towards the consolidation of the Single Health System (SUS) gives rise to the challenge of "adapting" health workers to its principles and guidelines, establishing instruments such as service management with a view to the reorganization of the health work process. In hospital management, the concept of "ambience" was adopted to understand and reorganize hospital functionality, highlighting the physical and technological space, in view of the fact that these elements cannot be constituted without the intermedation of the social and affectual.

Brazil↗
PubMed1996

Infertility services in a managed care environment.

Managed care schemes are replacing traditional fee-for-service reimbursement to physicians and hospitals in the United States. Managed care schemes take the form of discounted fee-for-service, utilization review, global fee reimbursement, and capitated reimbursement schemes with funds to be distributed among providers. Reimbursement for infertility services has been excluded from many managed care plans as infertility is viewed as a social condition, not a medical condition, and coverage for infertility diagnosis and treatment is viewed as unnecessary in the bundle of services offered by insurers and other managed care organizations. However, some states mandate infertility coverage and some managed care organizations realize that provision of care for infertile couples makes their product more attractive. Large managed care organizations such as Blue Cross/Blue Shield of illinois and some entrepreneurial organizations are developing managed care plans that incorporate infertility services. Comprehensive services--including in-vitro fertilization--can be offered at a lower cost than traditional fee-for-service care. Newer technologies such as in-vitro fertilization are replacing fallopian tube surgery and surgical treatment for male infertility. These can be implemented at a lower cost and with better outcome for infertile couples than traditional services.

Comprehensive Health Care↗
PubMed1996

Education programs in US medical schools, 1995-1996.

We present herein data on US medical education programs and describe how medical schools are adapting to a changing health care environment. The data mainly derive from the 1995-1996 Liaison Committee on Medical Education Medical School Questionnaire, which had a 100% response rate. The data indicate that in the 1995-1996 academic year there were 91 451 full-time faculty members in basic science and clinical departments, a 1.6% increase from 1994-1995. In clinical departments, major increases occurred in emergency medicine (a 10.6% increase in full-time faculty) and family medicine (a 13.5% increase). Applicants for the class entering in 1995 numbered 46 591, an increase of 2.7% from 1994; however, the number of first-time applicants decreased slightly (0.6%). Of the 17 357 applicants accepted, 2179 (12.6%) were members of underrepresented minority groups. Health system changes are affecting medical school clinical affiliations. During the past 2 years, 42 schools saw a merger, acquisition, or closure involving medical school-owned or medical school-affiliated hospitals used for core clinical clerkships. At 15 sites, this change affected the distribution of students across clinical sites. In 1995-1996, 40 medical schools or their universities owned a health maintenance organization or other managed care organization, 93 schools contracted with a managed care organization to provide primary care services, and 96 schools contracted with managed care to provide specialty services. During the past year, 57 schools acquired primary care physician practices, and 70 started primary care clinics in the community.

Accreditation↗
PubMed1994

Knowledge-based information management: implications for information services.

The 1994 Joint Commission on the Accreditation of Healthcare Organizations (JCAHO) standards for information management will change the way health care librarians respond to JCAHO accreditation surveys and may affect the way libraries are managed. This article will highlight the changes in the standards and the new opportunities they offer. Implications for library operations and the challenges inherent in working with the new Accreditation Manual for Hospitals (AMH) are also explored. The long-awaited 1994 Joint Commission on the Accreditation of Healthcare Organizations (JCAHO) Accreditation Manual for Hospitals (AMH) is now on most hospital library shelves. As expected, librarians will find that the section on Professional Library Services (the PR chapter) has disappeared and that the standards previously in that section are now incorporated in part into the new Management of Information, or IM chapter. Although this method of grouping standards may be new to many health sciences librarians, the incorporation of library services into IM may actually provide many more opportunities for librarians than the previous method of addressing library services separately.

Accreditation↗
PubMed1992

[The status of replantation centers and services in the area served by the German Professional Society of Microsurgery of Peripheral Nerves and Blood Vessels (Commission for Replantation)].

This survey concerns the years 1989 and 1990. While the number of institutions performing replantations remained constant in Austria and Switzerland, there has been a noticeable trend in Germany from around-the-clock replantation centers to simple replantation services, offering emergency microsurgery by arrangement only. The total number of replantations performed decreased from 975 replanted parts (903 microreplantations and 72 macroreplantations) in 1989 to 875 in 1990, with a micro-/macroreplantation ratio of 12.8:1. Based on the results of questionaire received from 34 university and city hospitals in Austria, Switzerland and former West Germany, an analysis of clinical organization and management of replantation services is presented.

Amputation, Traumatic↗