Conflicts of Network Embeddedness in Healthcare Organizations

2021 ◽  
pp. 45-64
Author(s):  
Márton Vilmányi ◽  
Hetesi Erzsébet ◽  
Margit Tarjányi
Keyword(s):  
Qualitative Research ◽  
Healthcare Organization ◽  
Business Leaders ◽  
Healthcare Organizations ◽  
Organizational Processes ◽  
Network Embeddedness ◽  
Network Connection ◽  
Care Workers ◽  
Organizational Relations ◽  
Management Conflicts

This chapter examined the organizations of a university dealing with healthcare and clinical activities operating in an extremely complex network connection. In the framework of qualitative research, with the help of a series of interviews, the authors researched in which networks the university's healthcare organization and organizational units participate, and how participation in these networks influences the value creation implemented in each field. By what means can the organization handle the contradictions and conflicts that arise along the inter-organizational relations embedded in the networks. Interviews were conducted with institution leaders, business leaders, and care workers. Based on the research results, network complexity results in three types of conflicts in healthcare institutions: conflicts related to organizational management, conflicts arising in organizational processes, and personal conflicts.

Managing different forms of distances in Dutch healthcare organizations

2015 ◽  
Vol 29 (7) ◽  
pp. 1080-1097
Author(s):  
Annemiek Stoopendaal
Keyword(s):  
Design Methodology ◽  
Healthcare Organization ◽  
Ethnographic Study ◽  
Healthcare Organizations ◽  
Content Type ◽  
Daily Work ◽  
Healthcare Executives ◽  
Governance Practices ◽  
The Relationship

Purpose – Dichotomous “gap” thinking about professionals and managers has important limits. The purpose of this paper is to study the specific ontology of “the gap” in which different forms of distances are defined. Design/methodology/approach – In order to deepen the knowledge of the actual day-to-day tasks of Dutch healthcare executives an ethnographic study of the daily work of Dutch healthcare executives and an ontological exploration of the concept “gap” was provided. The study empirically investigates the meaning given to the concept of “distance” in healthcare governance practices. Findings – The study reveals that healthcare executives have to fulfil a dual role of maintaining distance and creating proximity. Coping with different forms of distances seems to be an integral part of their work. They make use of four potential mechanisms to cope with distance in their healthcare organization practices. Originality/value – The relationship between managers and professionals is often defined as a dichotomous gap. The findings in this research suggest a more dynamic picture of the relationship between managers and professionals than is currently present in literature. This study moves “beyond” the gap and investigates processes of distancing in-depth.

Branding and Communication Strategies in Healthcare Organizations

2018 ◽  
pp. 227-239
Author(s):  
Sonopant Ganpatrao Joshi
Keyword(s):  
Nursing Home ◽  
Competitive Advantage ◽  
Communication Strategies ◽  
Healthcare Organization ◽  
Healthcare Industry ◽  
Healthcare Organizations ◽  
Hospital Administrators ◽  
Healthcare It ◽  
The World ◽  
Important Object

The Indian healthcare industry is third largest economy in the world. India's competitive advantage also lies in the increased success rate of Indian healthcare sectors. All organizations benefit from great branding, but it is more important in healthcare than any other industry. Creating brand is an important object in marketing in order to reach to maximum customers. Organizations across the world and in India are constantly striving to achieve excellent branding to attain top recall value of healthcare. Physicians, dentists, physiotherapist, nurses, nursing home owners, hospital administrators have many challenges regarding branding and communications of healthcare. It is an ideal for energizing their healthcare organization and sustain financially and operationally. This chapter explains what is brand, its strategies, how to develop branding of healthcare organization and how to manage brands. Many illustrations and case studies are described in this chapter.

Developing Global Competitiveness in Healthcare

2011 ◽  
pp. 1481-1490
Author(s):  
William P. Wall
Keyword(s):  
Medical Care ◽  
Strategic Alliances ◽  
Quality Care ◽  
Healthcare Organization ◽  
Management Skills ◽  
Healthcare Organizations ◽  
Global Competitiveness ◽  
Economy Of Scale ◽  
Complex Dimension ◽  
High Acuity

Healthcare is a competitive business in its own right. Global competition in healthcare adds yet another complex dimension to the success of a healthcare organization. Providing state of the art technology along with the manpower and management skills to bridge boundaries and cultures, confronts today’s healthcare organizations with challenges that, while on the surface may appear simple, may also prove to be a bigger challenge to their success and survival than the medical care they are actually providing. This case study explores one major healthcare organization in Thailand posing the question of what it sees as critical to the success of healthcare competition in the global community. An inductive approach was utilized for a method of determining competitiveness. The resulting qualitative analysis of that data addresses issues of seeking and maintaining global competitiveness, providing superior quality care with competitive and reasonable pricing of sub-specialty and high acuity services and work effectively through strategic alliances. In the case of the healthcare organization in this study, global competitiveness is maintained through what they term “Thainess”. That “Thainess” or ability to provide comfort and hospitality at the same time as providing excellent medical care and facilities give them both economy of scale to provide reasonable pricing and a uniqueness in the medical care provided. Uniqueness and quality in service attracts strategic alliances of similar quality and allows for expansion into global communities that were not possible in the past.

Constraint Management under a Market Constraint (DRAFT)

2018 ◽  
Author(s):  
Boaz Ronen ◽  
Joseph S Pliskin ◽  
Shimeon Pass
Keyword(s):  
Healthcare Organization ◽  
Theory Of Constraints ◽  
Excess Capacity ◽  
Healthcare Organizations ◽  
Constraint Management ◽  
Long Run ◽  
Increasing Demand

Having a market constraint means that the system has excess capacity. For such cases, this chapter shows how the seven steps of the theory of constraints (TOC) can help in increasing demand for healthcare organizations’ services. The chapter adds two other important issues: peak management and the three strategic questions for constraint management. Peak management provides tools for managing systems that are characterized by peaks and dips in demand. The three strategic questions determine whether we should design the healthcare organization with excess capacity or with a bottleneck. In the latter case, the chapter analyzes where the constraint should be located in the long run.

Quality Management and Process Control (DRAFT)

2018 ◽  
Author(s):  
Boaz Ronen ◽  
Joseph S Pliskin ◽  
Shimeon Pass
Keyword(s):  
Quality Improvement ◽  
Quality Management ◽  
Process Control ◽  
Healthcare Organization ◽  
Necessary Condition ◽  
Just In Time ◽  
Healthcare Organizations ◽  
Quality Healthcare ◽  
Financial Investments ◽  
Organizational Value

In healthcare systems, more than in any other system, there is an urgent need for quality management and process control. Quality improvement and process control are a means that every healthcare organization must employ to achieve quality healthcare for the patients. It is also a necessary condition to survive in the competitive healthcare environment. The chapter shows that quality improvement and process control are a must for any healthcare organization. The chapter classifies the three stages of quality management and shows how tools such as constraint management, Lean/just in time, the complete kit concept, and the Pareto methodology can all enhance organizational value without substantial (if at all) financial investments. In the chapter, we break some quality improvement myths concerning quality management in healthcare organizations.

scholarly journals Lean from the First-line Managers’ Perspective – Assuredness about the Effects of Lean as a Driving Force for Sustainable Change

2017 ◽  
Vol 8 (2) ◽  
pp. 49-56 ◽  
Author(s):  
Therese Kahm ◽  
Pernilla Ingelsson
Keyword(s):  
Driving Force ◽  
Healthcare Organization ◽  
Sustainable Change ◽  
Healthcare Organizations ◽  
First Line ◽  
Line Managers ◽  
Survey Question ◽  
Tools And Methods

AbstractThe purpose of this article is to present the results from a survey concerning first-line managers’ assuredness about the effects of Lean after two years of Lean application in a Swedish healthcare organization. The purpose is also to reflect about assuredness as a driving force for sustainable change. Questionnaires were sent to all first-line managers in a healthcare organization in order to investigate how these managers consider their role, ability and conditions to create change according to Lean. One of the questions included 17 statements about how assured these managers were about the effects of Lean. The results from this question will be presented in this paper. The study showed that the majority of the first-line managers in this particular healthcare organization were assured that developmental work supported by Lean contributes to a higher patient focus, supports first-line managers with useful tools and methods, contributes to the development of an improvement culture and that the Lean concept in general is a support in improvement work. The question can either be used separately or as a part of an entire questionnaire in healthcare organizations. Asking first-line managers about their assuredness about the effects of Lean on a regular basis is one way to follow the Lean process from their perspective. The survey question might encourage discussions about the process of Lean and hopefully contribute to a greater understanding about the importance of assuredness and about the desired effects when applying Lean.

scholarly journals Bridging the Knowing/Doing Gap to Create High Engagement Work cultures

2015 ◽  
Vol 31 (3) ◽  
pp. 1131 ◽  
Author(s):  
Fredricka F. Joyner
Keyword(s):  
Qualitative Research ◽  
Research Study ◽  
Strong Support ◽  
Training And Development ◽  
Business Leaders ◽  
Perceived Barriers ◽  
Future Research ◽  
Qualitative Research Study ◽  
Limited Success ◽  
High Engagement

<p>The magnitude of investment made by U.S. organizations in the training and development of individuals is significant, as business leaders strive to implement strategies to create high engagement work cultures. Most initiatives are training-based and aimed at managers, and enjoy limited success. The question then arises, are the managers failing to grasp what they are taught, or are they failing to implement it? Through a qualitative analysis of both student/employee and management/employer responses regarding actions and behaviors linked to high engagement work cultures, I establish strong support for the argument that managers do in fact know what factors create high engagement environments, as do their employees; lack of training is not the culprit. Hence, I explore management perceptions in order to discover what barriers prevent them from implementing what they know is necessary. By comparing perceived barriers to known qualities of a high engagement work cultures, I suggest strategies for reducing barriers and increasing success. These strategies can then be used to identify the optimal arenas in which organizations can direct investments in order to provide appropriate resources and support to managers responsible for creating high engagement work cultures. This small yet disciplined qualitative research study sets the stage for future research studies.</p>

scholarly journals The Outpatient Use of Ascorbic Acid in a Public Healthcare Organization in Riyadh Region

2021 ◽  
pp. 831-835
Author(s):  
Nehad J. Ahmed ◽  
Mohammad Javed Ansari
Keyword(s):  
Emergency Department ◽  
Ascorbic Acid ◽  
Retrospective Study ◽  
Public Hospital ◽  
Healthcare Organization ◽  
Public Healthcare ◽  
Healthcare Organizations ◽  
The Public ◽  
Electronic Prescriptions

Aim: The present study aimed to describe the outpatient use of ascorbic acid in a public healthcare organization in Riyadh Region. Methodology: This is a retrospective study included reviewing the outpatient electronic prescriptions that contained ascorbic acid in a public healthcare organization in Riyadh Region. Results: More than 51% of the patients who received ascorbic acid in the hospital during 2018 were females and the age of 57.14 % of them was less than 30 years. Most of the prescriptions were regular prescriptions (88.57%) and only 5.71% of the prescriptions were urgent prescriptions. More than 42% of the patients received ascorbic acid for 1 week and 37.14% of them received it for 1 month. Most of the prescriptions were prescribed by residents (85.71%) and most of these prescriptions were prescribed by emergency department (80.00%). Conclusion: The prescribing of ascorbic acid was uncommon in the public hospital. More studies are needed to know the frequency and the pattern of using ascorbic acid in the public hospital and in other healthcare organizations in Riyadh Region.

Developing Global Competitiveness in Healthcare

2009 ◽  
Vol 1 (4) ◽  
pp. 61-72 ◽  
Author(s):  
William P. Wall
Keyword(s):  
Medical Care ◽  
Strategic Alliances ◽  
Quality Care ◽  
Healthcare Organization ◽  
Management Skills ◽  
Healthcare Organizations ◽  
Global Competitiveness ◽  
Economy Of Scale ◽  
Complex Dimension ◽  
High Acuity

Healthcare is a competitive business in its own right. Global competition in healthcare adds yet another complex dimension to the success of a healthcare organization. Providing state of the art technology along with the manpower and management skills to bridge boundaries and cultures, confronts today’s healthcare organizations with challenges that, while on the surface may appear simple, may also prove to be a bigger challenge to their success and survival than the medical care they are actually providing. This case study explores one major healthcare organization in Thailand posing the question of what it sees as critical to the success of healthcare competition in the global community. An inductive approach was utilized for a method of determining competitiveness. The resulting qualitative analysis of that data addresses issues of seeking and maintaining global competitiveness, providing superior quality care with competitive and reasonable pricing of sub-specialty and high acuity services and work effectively through strategic alliances. In the case of the healthcare organization in this study, global competitiveness is maintained through what they term “Thainess”. That “Thainess” or ability to provide comfort and hospitality at the same time as providing excellent medical care and facilities give them both economy of scale to provide reasonable pricing and a uniqueness in the medical care provided. Uniqueness and quality in service attracts strategic alliances of similar quality and allows for expansion into global communities that were not possible in the past.

Lean in healthcare organization: an opportunity for environmental sustainability

2019 ◽  
Vol 26 (1) ◽  
pp. 205-220 ◽  
Author(s):  
Poonam Singh
Keyword(s):  
Environmental Sustainability ◽  
Healthcare Organization ◽  
Healthcare Organizations ◽  
New Approach ◽  
Content Type ◽  
Extra Effort ◽  
Environmental Footprints ◽  
Manufacturing Supply Chain ◽  
Lean Healthcare ◽  
Environment Sustainability

PurposeThe purpose of this paper is to provide insights toward the potential of lean healthcare organization for environment sustainability and develop propositions for future studies.Design/methodology/approachThis is a conceptual paper to study the inbuilt capacity of lean healthcare organization to mitigate environmental footprint. As a result, lean compatibility with environmental sustainability (ES) has been explored in areas like manufacturing, supply chain, aviation, construction, etc. The lean philosophy, lean culture and lean tools were analyzed to identify their contribution to ES in the context of healthcare organizations.FindingsBased on the analysis of lean philosophy, culture and tool, this paper theorizes that lean healthcare organizations have huge potential to mitigate environmental footprints. Lean healthcare organizations need not to do any extra effort for ES albeit it is inbuilt in it. Lean philosophy provides a vision to the healthcare organization for ES whereas lean culture bestow healthcare with an epistemology for the same.Research limitations/implicationsThis paper provides insight that ES is embedded in lean healthcare organizations. Lean healthcare organizational culture is ideal for application for constructivism theory where employees construct a new knowledge from their experiences to minimize the waste that eventually help in ES.Originality/valueMajor contributions of the study include a new approach for mitigating the environmental footprints by adopting lean in healthcare organization.

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