An assessment of agility in selected hospitals of Mazandaran province, Iran

Abstract

Introduction: Evaluating agility effectively and efficiently is necessary and challenging for organizations. Therefore, this article aimed to assess the performance of hospitals with organizational agility (OA) approach. Materials and methods: A descriptive-analytical study was done in which the statistical population consisted of managers and experts of hospital courses including medicine, nursing, midwifery, and paramedics. A total of 283 managers and experts were enrolled as the sample using the Krejcie and Morgan table with stratified random sampling. Data were analyzed using one-sample t test with SPSS20. Results: Among 13 elements of agility, the results showed that competence (P=0.032) had a significant difference with customer satisfaction (P=0.029). The results also showed that OA was not optimal in selected hospitals of Mazandaran province, Iran. Concerning the indicators, introduction of new product (8.56) and staff skill development indicator (5.32) were maximum and minimum, respectively. Conclusion: The results showed that OA was not optimal in selected hospitals. Introduction of new product scored the top, while staff skill development was the lowest. As a result, health policy makers are recommended to plan for customer satisfaction, timely utilization of facilities, elimination of weak points, lost cost reduction, encouragement and punishment system for staff, and staff empowerment.

The role of leader nurse managers in organizational agility and innovation in perspective of job satisfaction: An empirical study in healthcare organizations

“…Melián-Alzola et al have studied how hospital managers affect employee outcomes, the results highlighting that the hospital agility and performance signi cantly in uence the personnel satisfaction [51]. In order to assure improvement on patients' status, the healthcare service must be prompt [53], being associated to organizational agility. The agility can be associated with lean, improving the services quality, and satisfaction [54,55].…”

Adoption of Digital Vaccination Services From a Literally Professional View: A Commentary on “It Is the Click Flow, Not the Value” From a Health Care Workers and Agility Perspective

“…Agile management is a key approach to meeting these challenges because it is characterized by the ability of an organization to respond to changes and sudden events in a quick and flexible manner, by an iterative and collaborative working style in form of sprints, by a strong customer and value focus, by iterative learning processes and by a management, that empowers self-organized, multi-disciplinary teams 7 . Equipped with these skills, health care organizations and their HCWs can not only succeed to detect infectious and contagious diseases at national and international levels but can also derive appropriate defense and containment measures such as vaccination programs 6 . On a macro level, agility shows potential value through more effective and efficient healthcare.…”

“…On a macro level, agility shows potential value through more effective and efficient healthcare. On an individual micro level, agility can promote the adoption of innovations by fostering the satisfaction of relevant stakeholders 6 . Thus, more research and detailed examination is needed to understand whether and how agility affects the adoption of digital health service such as for vaccination.…”

Modelling the readiness factors for agility in healthcare organization: a TISM approach

“…McIver et al (2018) proposed ways to conquer this implementation dilemma and to accomplish organizational success with workforce analytics through the incorporation of agile development with scientific research. Likewise, Mahmoudi and Talarposhti (2018) assessed the performance of hospitals with OA approach. Mandal (2018) focused on developing healthcare agility through human capital, that is innovative idea generation capabilities and specialized knowledge possessed by the firm employees.…”