Corporate culture: healthcare's change master.
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During the past decade, the number of family planning clinics receiving support from the federal government has fallen from 5,000 to 4,000 despite a growing demand for their services among poor women and teenagers. At the same time, family planning providers have been under regulatory attack, forced to fend off a "squeal rule" aimed at teenagers and to stop a "gag rule" preventing abortion referral. With the climate in Washington unlikely to change, family planners should consider integrating other services into their network or press to include family planning in other care networks. A new national commission could help break the logjam on federal legislation.
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The Women and Infants Demonstration Project is a multisite, behavioral intervention research effort funded by the Centers for Disease Control. The project is evaluating a theory-based, integrated intervention model to increase the use of condoms for prevention of both sexually transmitted diseases (STDs) and unintended pregnancy among women and their partners at risk of infection with HIV. The importance of utilizing carefully targeted, credible and persistent risk reduction interventions to effect lasting behavior change has become evident over the last ten years of the AIDS epidemic. The theory-based intervention components being evaluated in this intervention study involve one-on-one stage-tailored outreach; the development and distribution of community-tailored HIV prevention materials, called role-model stories; and the development of organizational and peer networking, all within a community mobilization framework. This article describes each of the intervention components being evaluated during this 5-year study. Such an intervention effort represents an important contribution in the design of community-level AIDS prevention intervention efforts which support individual-level behavioral changes by women at risk for HIV and other sexually transmitted infections.
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This paper is the account of one area health authority's attempt to give its managers some positive help with their own, and their subordinates', development and to provide a focus for the discussion of ideas on the development of the organisation. The last three years have seen an attempt to conceive and give birth to a management development philosophy which despite its hybrid nature (being the product of both theory and circumstances) seems to meet the needs of one health authority.
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Four classes of organizations can be identified along the continuum between classical private profit-making firms and strictly governmental agencies: private for-profit, private non-profit, private quasi-public, and public. These four organization prototypes have different management functions because they receive their support from different subsectors of the society. Dependence on different individuals, groups, and organizations in the external environment creates different values, incentives, and constraints for management. The resulting differences in how the basic managerial processes are implemented may be more significant than the generic theory of management had acknowledged.
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In response to external pressures, many hospitals are changing from a single corporate entity to a system of related, but distinct, corporations. A successful corporate reorganization can allow a hospital to protect and increase revenue, to diversify activities, to avoid government interference, to compete in the marketplace, and to maintain quality of care. Although corporate reorganization is not a panacea, its benefits and disadvantages should be explored by every board.
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