ABSTRACT
Se presenta el proceso para conseguir la evaluación de la situación basal de la organización, antes de iniciar un proceso de dirección clínica. Este proyecto engloba el gobierno de los servicios sociales y sanitarios, los organizacionales y los financieros de un trust de servicios sociales y comunitarios de Belfast. Se desarrolló una estructura de gestión del proyecto que engloba a profesionales de las distintas áreas implicadas. Las etapas del proyecto son:1. Plan de comunicación.2. Empleo del modelo EFQM para realizar la parte inicial de la evaluación basal.3. Identificación de las áreas críticas, clasificando los riesgos corporativos.4. Informes externos.5. Informes internos.6. Contratos clave.7. Informe final; su objetivo es resumir los puntos clave de la evaluación basal de gobierno y presentar las recomendaciones en las 6 etapas previas. Este proyecto en 7 etapas ya se ha puesto en marcha con éxito en un gran trust de servicios sociales y sanitarios y puede utilizarse en cualquier otra organización (AU)
Subject(s)
Health Services Administration/organization & administration , Social Work , 34003 , Health Services Administration/standardsABSTRACT
No disponible
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Health Services Administration/organization & administration , 34003 , PoliticsABSTRACT
No disponible
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Humans , Models, Organizational , Health Services Administration/organization & administration , Health Personnel/organization & administration , Structure of ServicesABSTRACT
This paper reviews briefly the history of managed care, and then analyzes the economic rationale underlying the present dynamics of the marketplace. With this background, the paper postulates what the ultimate delivery system should be: the virtual clinic. It includes a proposed micro-model that could evolve into a macro-institution driven by the two essential elements of the market: equity and efficiency.
Subject(s)
Computer Communication Networks/organization & administration , Delivery of Health Care, Integrated/economics , Efficiency, Organizational , Health Services Administration/organization & administration , Managed Care Programs/organization & administration , Marketing of Health Services/organization & administration , Models, Economic , Health Services Accessibility/economics , Health Services Accessibility/standards , Humans , Models, OrganizationalABSTRACT
The strict enforcement of laws governing Medicare fraud and abuse has led to the need for every hospital and other health care facility to develop a compliance program and to update that program periodically. Understanding the history of such enforcement, the regulations involved and the developments on the horizon are vital to avoid huge fines and other severe penalties. Compliance with federal and state regulations will not only avoid such fines and penalties but also will result in a more efficient health care facility.
Subject(s)
Facility Regulation and Control/organization & administration , Fraud/legislation & jurisprudence , Fraud/prevention & control , Guideline Adherence/organization & administration , Health Services Administration/organization & administration , Medicare/organization & administration , Efficiency, Organizational , Humans , Truth Disclosure , United StatesABSTRACT
BACKGROUND: Divisions of general practice are key structures for integration between general practice and other health services in Australia. AIM: To compare the views of divisions of general practice toward integration of care with those of hospitals and community health services. METHOD: Representative national samples of public hospitals and community health centres (CHCs) and a census of divisions of general practice (DGP) were surveyed on their current collaborations and links as well as barriers to and factors that enhance integration between general practitioners and other health services. RESULTS: There is wide agreement on the need for greater integration. Personal links (via letter, phone and face to face) were thought to be useful. However, general practice liaison officers were seen as especially useful. All organizations rated different accountabilities and responsibilities as a highly significant barrier. Resources, structures for collaboration and high level organisational support were rated as being more useful in enabling greater integration. CONCLUSION: Formalizing collaboration will require changes to funding and accountability. However there is also a need for cultural change to support greater integration of patient care between general practice and both hospitals and community health services.
Subject(s)
Community Health Services/organization & administration , Family Practice/organization & administration , Health Services Administration/organization & administration , Hospital Administration , Interinstitutional Relations , AustraliaSubject(s)
Computer Security/legislation & jurisprudence , Facility Regulation and Control/legislation & jurisprudence , Health Insurance Portability and Accountability Act/organization & administration , Health Services Administration/organization & administration , Humans , Internet , Organizational Innovation , Planning Techniques , United StatesSubject(s)
Biological Warfare/prevention & control , Chemical Warfare/prevention & control , Government , Health Services Administration/organization & administration , Biological Warfare/legislation & jurisprudence , Chemical Warfare/legislation & jurisprudence , Health Knowledge, Attitudes, Practice , Humans , United States , Violence/legislation & jurisprudence , Violence/prevention & controlABSTRACT
Rapidly changing times in health care challenge both physicians and health care administrators to manage the paradox of providing orderly, high quality, and efficient care while bringing forth innovations to address present unmet problems and surprises that emerge. Health care has grown throughout the past several centuries through differentiation and integration, becoming a highly complex biological system with the hospital as the central attractive force--or "strange attractor"--during this century. The theoretical model of complex adaptive systems promises more effective strategic direction in addressing these chaotic times where the new strange attractor moves beyond the hospital.
Subject(s)
Health Facility Administrators/organization & administration , Health Services Administration/organization & administration , Models, Organizational , Nonlinear Dynamics , Physician Executives/organization & administration , Systems Theory , Clinical Medicine/trends , Decision Making, Organizational , Diffusion of Innovation , Health Facility Administrators/psychology , Humans , Interprofessional Relations , Leadership , Learning , Models, Educational , Models, Psychological , Operations Research , Organizational Culture , Organizational Innovation , Organizational Objectives , Physician Executives/psychology , Systems AnalysisSubject(s)
Health Services Administration/organization & administration , Models, Organizational , Needs Assessment/organization & administration , Outcome and Process Assessment, Health Care/organization & administration , Forecasting , Humans , Leadership , Organizational Culture , Organizational ObjectivesSubject(s)
Health Services Administration/organization & administration , Models, Organizational , Nonlinear Dynamics , Systems Theory , Diffusion of Innovation , Guidelines as Topic , Humans , Marketing of Health Services , Organizational Objectives , Outcome Assessment, Health Care/organization & administration , Total Quality Management/organization & administrationSubject(s)
Health Services Administration/organization & administration , Models, Organizational , Nonlinear Dynamics , Systems Theory , Forecasting , Humans , Leadership , Outcome Assessment, Health Care/organization & administration , Physician Executives/organization & administration , Physician Executives/psychologyABSTRACT
Leaders of health care organizations must constantly deal with paradox in and around their organizations. The paradox profile is a modeling technique for examining how organizations prioritize their dealings with the eight competing issues from which the four paradoxes are derived. This article demonstrates the leadership challenges that exist when a paradox is present and how these tensions differ when the integrative status of the medical group--as either part of an integrated system or not--is considered.
Subject(s)
Conflict, Psychological , Decision Making, Organizational , Group Practice/organization & administration , Health Services Administration/organization & administration , Leadership , Models, Organizational , Cooperative Behavior , Decision Support Techniques , Diffusion of Innovation , Economic Competition , Entrepreneurship , Forecasting , Humans , Interinstitutional Relations , Organizational Culture , Organizational Innovation , Organizational Objectives , Problem Solving , Systems AnalysisABSTRACT
Forecasting the future of health care is difficult. However, we argue that this future will include the movement of health care through process improvement (enhancement) toward the objective of mass customization. This article discusses how mass customization might apply to specific portions of client-centered health care.
Subject(s)
Decision Making, Organizational , Health Services Administration/organization & administration , Models, Organizational , Outcome and Process Assessment, Health Care/organization & administration , Patient-Centered Care/organization & administration , Total Quality Management/organization & administration , Forecasting , Humans , Industry , Organizational Innovation , Organizational Objectives , Product Line Management , United StatesABSTRACT
This article examines the intersection of professionalism and complexity science as a source of new insights for improving the health care industry from both a clinical and business point of view. Viewing health care organizations as professional complex adaptive systems suggests eight leadership tasks for addressing the circumstances that engulf health care. Managers who adopt this view will be able to create new levers for positive movement in their organizations.
