Hospital Organisation Structure

Sekhar, S. F. Chandra

doi:10.4135/9788132108450.n3

Cited by 3 publications

(3 citation statements)

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“…In a hospital setting, there is a need for continuous training of the staff in the areas of patient care services. The aim of any training program is to provide instruction and experience to new employees to help them reach the required level of performance in their jobs, quickly and economically (Sekhar, 2002a). Hasin et al (2001) recommended training at all levels in the healthcare organization as an important requirement to improve quality.…”

Section: Identification Of Critical Dimensions Of Provider‐perceived Tqm In Hospitalsmentioning

confidence: 99%

Provider‐perceived dimensions of total quality management in healthcare

Duggirala

Rajendran

Anantharaman

2008

Benchmarking: An International Journal

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PurposeThe purpose of this paper is to highlight key dimensions of provider‐perceived total quality management (TQM) in the healthcare sector in India. Further, the impact of the dimensions of provider perceived TQM on hospital performance is examined.Design/methodology/approachA questionnaire has been developed based on an extensive literature review of research in service quality and based on responses of the pilot survey among medical professionals. The instrument thus developed has been examined for its psychometric properties using tests of reliability and validity. Multiple regression analysis has been used to examine the impact of the dimensions of provider‐perceived TQM on hospital performance.FindingsFindings highlight 14 distinct dimensions of provider‐perceived TQM and the relationships among them. Positive and significant relationships among the dimensions and hospital performance have been found.Research limitations/implicationsContribution to research on healthcare quality by the development of a comprehensive instrument of provider‐perceived healthcare quality.Practical implicationsThis instrument would enable hospitals to examine the quality of care being delivered by them to the patients. Hospital administrators and medical professionals could use this feedback to assess hospital performance, and benchmark their performance against that of other competitive hospitals.Originality/valueComprehensive instrument of provider‐perceived healthcare quality

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Section: Identification Of Critical Dimensions Of Provider‐perceived Tqm In Hospitalsmentioning

confidence: 99%

Provider‐perceived dimensions of total quality management in healthcare

Duggirala

Rajendran

Anantharaman

2008

Benchmarking: An International Journal

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“…According to Sekhar (2008, p. 48), the growth of corporate hospitals in India was driven by the need to provide competitive, prompt, adequate, continuous, and satisfactory services to the patient community. The route of the corporation promised efficiency and productivity of healthcare facilities given that the leadership approach required balancing the provision of quality healthcare, productive employees, and increased profits (Sekhar, 2008). Similar practices have been observed in other countries; Table 2.2 shows examples of health policy reforms or decentralisation practices; the changes were accompanied by a restructuring of various parts of the health system in these countries (Harding & Preker, 2000).…”

Section: Leadership Structural Changes: Shift From Traditional To Alt...mentioning

confidence: 79%

“…The foregoing discussions have demonstrated that strategic leadership and change management enable organisations with a strategic advantage in today's competitive process, which is an inevitable process that healthcare institutions and managers must understand. According to Sekhar (2008), hospitals are healthcare organisations that offer preventive, curative or ameliorative, healing, therapeutic, palliative, or rehabilitative services. Hospitals are characterised by their operations, including services for out-patients, in-patients, general wards, emergency, intensive care units (ICU), operation theatre, and support services such as pharmacy, radiology and imaging, blood bank and laboratory (Sekhar, 2008, p. 48) 2022), there is a great distinction between public and private hospital management; however, the efficiency of management determines the success of organisations.…”

Section: Public Hospitalmentioning

confidence: 99%

Strategic leadership and change management imperatives in a volatile era: a case study of Prince Mshiyeni Memorial Hospital.

Zungu

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The South African public healthcare system plays a critical role in rendering care to the majority of the population. Public healthcare is one of the democratic government’s key priorities, reflected in the constitutional commitment to providing accessible and quality healthcare efficiently and sustainably to all citizens. To realise this commitment, leadership and management of public healthcare facilities play a significant role as they can influence the success or failure of delivering quality and efficient healthcare services. Primarily because it is the responsibility of leaders to render healthcare sector demands efficiently and effectively. Strategic leadership is one of the effective tools for efficient management. Its effect on managing complexities, shocks, and various forms of turbulence and its efficiency is well documented in the literature. As a country heavily burdened by socio-economic development challenges such as the increasing poverty and unemployment rate, the number of people relying on public healthcare continually increases. With increasing healthcare demands and the burden of disease, public hospitals and clinics as institutions operate in challenging, complex and dynamic environments. Additional to an already turbulent environment prone to change and instability, public healthcare institutions in South Africa operate under the globally experienced volatile, uncertain, complex and ambiguous business environment. Therefore, the assessment of leadership styles, practices, and their impact is of performance in of great importance. Given such a state, the literature points to the importance of strategic leadership being a vital requirement for healthcare management and leadership. The wide range of strategic leadership competencies enables leaders to adapt continuously to change and the fast speed of innovation. This is because strategic leaders are visionary; they have the capacity to innovatively and creatively navigate organisations through volatility to improve performance. This study aimed to investigate the role of strategic leadership and change management at Prince Mshiyeni Memorial Hospital. Through a qualitative inquiry, an interview schedule of sixteen questions was administered to fifteen participants in leadership positions within the hospital. Questions probed to unearth the strategic activities and successfully captured experiences and viewpoints on the impact of strategic leadership in managing change and the hospital's performance in this era of unpredictable constant change. The findings of this study pointed out that Mshiyeni hospital operates in a complex and demanding environment with constrained human and financial resources. The hospital tackles extensive responsibilities of regional and district hospital services in an overly populated location dominated by socio-economically challenged communities. Results further showed that keeping the hospital operational at a satisfactory level has been achieved through strategic leadership approaches designed and actioned by the leaders at the hospital level. As access and delivery of quality healthcare is a constitutional mandate in SA, the commitment to deliver efficient and effective healthcare service is cited as one of the main priority objectives of the department of health. However, the financial provisions for public healthcare facilities seem not to match the service demands in a manner that can enable public hospitals to deliver their service sufficiently. It is recommended that future research probe into this matter at an executive level within the health department. This recommendation will aid in getting an idea of how the health department idealises its public institutions to execute its services in the context of the existing constrained resources state.

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