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PubMedDate not supplied

Quality circles after the fad.

On the face of it, it makes sense, If you want to involve your employees more in decision making and shift the organization toward a more participative culture, starting suggestion groups called quality circles seems to be a risk-free way to begin. Having studied many quality circles in different organizations, the authors of this article conclude that quality circles have their distinct advantages but that they have inherent in their design numbers of factors that often lead them to self-destruct. Quality circles are also said to be a poor forerunner for more participative approaches to management. Changing a quality circle into an institutionalized participative structure involves making many changes in important features of the organization that do not naturally flow from the implementation of a circle program. The authors describe the stages that quality circles go through, discuss the various threats they must survive, and then outline the most effective uses that managers can make of them.

Management Quality Circles↗
PubMed1987

Cost accounting in health care: fad or fundamental?

The drastic changes in the environment affecting hospitals have caused management to look toward capturing and reporting cost information to make decisions. These decisions will, in part, shape the way hospitals continue to do business. This article focuses on the data requirements necessary to support product and operational management decisions facing today's hospitals. In addition, the difference in data needed to support product and operational management is explored.

Accounting↗
PubMed1984

The quality circle: fad, fix, fiction?

The Quality Circle, a group problem-solving method imported from Japanese industry, is among the new management approaches catching the attention of organizations in the United States. The author reviews the concepts underlying the method and describes the several processes in its implementation. Discussion of the issues, prospects, and implications for use in human service agencies is cast within an understanding of the differences between Eastern and Western thought patterns.

Group Processes↗
PubMedDate not supplied

Can good health be just a fad?

A number of studies have identified health education and promotion as important contributors to health improvement. Still, a number of factors, not the least of which is the dominance of the health care system by a disease orientation, have kept the health promotion movement from making even more significant contributions to the nation's health. The knowledge and technology to make health promotion a key part of the health care system are clearly in place. What is needed is greater involvement in the movement by physicians. Physician managers can play a leading role in bringing physicians into the mainstream of health promotion activities.

Health Promotion↗
PubMed1984

Quality circles--new wave or fad?

The American healthcare industry must avoid the dangers of commitment to bureaucratic organizational thinking and be willing to experiment with Theory Z and quality circles. Productivity depends on trust, subtlety and intimacy. The industry must acknowledge that management style and organizational form are nothing more than facets of the larger organization of society. The ultimate goal should be to understand how the structure of society and the management of healthcare organizations can be coordinated. The common thread in Japanese life is intimacy. The caring, support, and disciplined unselfishness which makes life possible come through close social relationships. Accordingly, there is (or at least, there should be) a common thread in this nation's healthcare industry--the desire to render quality health care in an effective and efficient manner. The underlying messages are many, but they are not overwhelming. Perhaps the first message to healthcare managers is that a healthcare delivery system can realize the full potential of its employees only if it invests in their training and then shares with them the power to influence decisions. Without training, the invitation to participate in decision making will lead only to frustration and conflict. Without a sharing of decision-making power, an investment in training will be both frustrating and wasteful.(ABSTRACT TRUNCATED AT 250 WORDS)

Efficiency↗
PubMedDate not supplied

The effects of reengineering: fad or competitive factor?

Healthcare organizations have often participated in managerial innovations that have promised to revolutionize their operations (e.g., management by objectives, quality circles, total quality management, and reengineering). Historically, such managerial innovations began with a few devout adherents, snowballed into widespread acceptance, and then faded as their popularity waned. This cycle of managerial adoption generally has been complicated by a lack of a consistent, clear definition of the innovation and little or no evaluation of its organizational effects. This article examines a current managerial innovation, reengineering, that after widespread adoption has now begun to fall out of favor with many executives. A clear, practical definition of reengineering is first offered, followed by an evaluation of the effect of reengineering on competitive hospital costs. Finally, factors that influence the results of reengineering are explored. Overall, reengineering did not statistically improve a hospital's cost position; however, we suggest that providing clear and consistent feedback, codifying the reengineering process, and involving executives in core changes are key means for improving reengineering outcomes. Specific examples of how these factors may be used to facilitate reengineering are provided. Reengineering may still be beneficial if it is properly implemented.

Diffusion of Innovation↗
PubMed1999

[Laparoscopic fenestration of the ovaries in sterility and the Stein-Leventhal syndrome--is it a modern fad or correct procedure].

The treatment of the sterility due to the Stein-Leventhal syndrome has been always object of many discussions. Sometimes, the approach towards this disease in the different departments is diametrically different. Some offer only conservative therapy other-only surgical interventions and some-combination between the two. The authors of this study present the results of operative laparoscopy in the treatment of sterility and polycystic ovary syndrome, in the department of gynaecology to the Higher Medical Institute, Pleven. Object of observation were 33 women in whom was performed laparoscopic fenestration of the ovaries and 20 women in whom was made resectio cuneiformis ovariorum. Comparative analysis of the results for one year period after the surgical interventions was made. The conclusion of the authors is that after failure of the conservative approach, the laparoscopic fenestration of the ovaries remains the only right therapeutic intervention.

Adult↗