From Openness to Change to Patients’ Satisfaction: A Business Process Management Approach

Bogodistov, Yevgen; Moormann, Jürgen; Sibbel, Rainer

doi:10.1007/978-3-030-26643-1_12

Cited by 2 publications

(2 citation statements)

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“…In order to adapt to the environment of healthcare, the companies need to learn how to manage and restructure both primary and secondary processes in an efficient and effective way (Bogodistov et al, 2019). Several primary processes will remain unchanged (e.g.…”

Section: Business Process and Performance Management In Healthcarementioning

confidence: 99%

“…Several primary processes will remain unchanged (e.g. connected with diagnosis), whereas secondary processes (e.g., health data analysis, internal communication) will change immediately (Bogodistov et al, 2019). BPM aims at improving some existing processes and is connected with is the strategic transformation of interrelated organizational subsystems, producing varying levels of impact (Dumas et al, 2018).…”

Section: Business Process and Performance Management In Healthcarementioning

confidence: 99%

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2022

SPSUTOM

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The paper investigates challenges associated with institutional leadership engagement of main staff to fill inner vacancies. Design/methodology/approach: The study rates merit, experience, rank, competencies, long service, in-depth knowledge, and deeper consultation as key requirements for appointment in some selected academic institutions. The survey collects data through questionnaires and semistructured interviews. The SPSS and descriptive statistics were used for the analysis of data presented in percentages, tables, and graphs. Findings: The results show that over 80% of respondents said that the prerogative of leaders in second-cycle institutions to share leadership needs a reassessment. As it undermines specific parameters and subsequently creates emotions among staff and unsatisfactory students' behaviours at school. The study found social and external factors as the basis for some nominations that weaken institutional unity and performance. Recommendation/limitations: The legislative instrument should be amended to suit the current management environment. Besides, ethical leadership and emotional intelligence should be encouraged at schools for effective management and harmony. Practical implications: Organizational failures across economies to a large extent are results of stimulus variables. Originality/value: The paper demonstrates how institutional leaders are often torn between stimulus and prospective variables resulting in self-interest to the detriment of institutional vision.

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Section: Business Process and Performance Management In Healthcarementioning

confidence: 99%

Section: Business Process and Performance Management In Healthcarementioning

confidence: 99%