Health Care Management articles
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Concise and practical management articles
In this section we have taken the latest in management thinking and condensed it into concise, easy-to-read articles, designed to help you turn theory into practice.
From our database of over 85,000 articles we handpick the most pertinent issues for today’s manager in order to provide an action-based insight into the world of business.
Power is not a very popular concept in health care because it refers to health care professionals' exercise of power over patients. However, health care organizations are, like any other organization, systems of power. Organizations are complex systems of individuals and coalitions, where everyone has their own interests, beliefs, values, preferences and angles. Owing to limited resources, there is competition, which results in conflicts. The actors whose roles are more critical for the organization gain more power.
US healthcare costs are increasing at a rate roughly three times inflation. In 2008, the US healthcare industry was estimated to be worth $2.3 trillion or 16.5 per cent of gross domestic product (GDP) and was projected to be 17.9 per cent or $2.6 trillion by 2010.
Transforming health care in the USA will require leaders and associates (all employees and caregivers) to tap deeply into their discretional energy. Improving access and quality, while reducing costs and delivering health care that is more preventative and holistic presents health care systems with a revolutionary challenge. How can caregivers be engaged in responding to this obvious need for transformation?
The workplace is one of the greatest causes of stress in our lives. At times we feel overwhelmed as we consider everything we need to accomplish. It becomes an even greater challenge as obstacles arise and keep us from progressing in our day-to-day assignments. As business executives and managers, it is our job to recognize and manage occupational stress. A completely stress-free workplace is almost impossible to achieve, but in order to keep your organization moving forward, your employees need be healthy and satisfied with their work.
In principle work is good for us; good work provides people with a focus, an income, a degree of personal satisfaction and the opportunity to socialise and interact with other human beings. Yet work can have a negative impact on people's lives ? both in and outside work, an impact that is often not given the weight it deserves. Some employers are attempting to address this oversight.
Identifying the focal point at which a deficient hospital culture and inadequate organizational resources are most evident is one of the challenges in linking organizational culture to quality of care. Evidence suggests that the focal point is physician burnout.
A recent study interviewed 43 employees across a range of directorates within an NHS Trust to ascertain whether flexible working made them "happy". The study found that employees perceive that flexible working does makes them ?happy?, and there are attitudinal/behavioural links between this happiness, discretionary behaviour and a number of performance outcomes.
According to a recent study, the need to succeed financially and meet targets receives greater attention in risk management documents than patient safety and staff workload. Within the National Health Service (NHS) in England, keeping patients safe from unintended harm is a significant issue and is fundamental for both the patient and the delivery system providing the treatment. Within the NHS, as in healthcare within other developed countries, there is a demonstrably poor record on patient safety.
This article presents the case study of a hospital nursing unit that has evaluated and approved a two-bin "e-kanban" replenishment system based on passive high frequency radio-frequency identification (RFID) technology.
Like any human activity, checking is part of personality and behaviour. There are several psychological factors relevant to patient safety, including memory, prospective memory, automaticity, and responsibility.