Relationship between management philosophy and clinical outcomes

Khatri, Naresh; Halbesleben, Jonathon R. B.; Petroski, Gregory F.; Meyer, Wilbert

doi:10.1097/01.hmr.0000267789.17309.18

Cited by 43 publications

(46 citation statements)

References 26 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Second, safety culture can apparently thwart the detrimental effects of increased workload on safety quite effectively. However, corroborating the findings by Khatri et al (2007), a management approach relying on safety tools and procedures to compensate for the erosion of safety margins by increased production pressure might rather abet than abate medical errors.…”

Section: Discussion and Practice Implicationssupporting

confidence: 59%

“…Concerning the respective effectiveness of these two safety culture elements (ST vs. SC), several sources suggest that a formalized, control-based approach might not be as important a determinant of (patient) safety as an approach emphasizing shared views and social norms concerning safety among staff (Podgórski, 2010), which applies to the medical field, too (Khatri, Halbesleben, Petroski, & Meyer, 2007;Waring, 2009). In addition, compared to other high-risk industries, work processes in health care depend to a greater extent on the decisions and discretion of frontline staff, with less reliance on automation and standardization (Gaba, 2000), which further underlines the importance of an emphasis on safety among frontline staff for error prevention:…”

Section: H2: Implementation Of Safety Tools (St) Is Associated With Amentioning

confidence: 99%

See 1 more Smart Citation

Attitude is everything?

Steyrer

Schiffinger

Huber

et al. 2013

Health Care Management Review

View full text Add to dashboard Cite

Section: Discussion and Practice Implicationssupporting

confidence: 59%

Section: H2: Implementation Of Safety Tools (St) Is Associated With Amentioning

confidence: 99%

Attitude is everything?

Steyrer

Schiffinger

Huber

et al. 2013

Health Care Management Review

View full text Add to dashboard Cite

“…The valorization of the human dimension and feelings present in work relations are highlighted in a process in which interdisciplinary teams are implemented with greater integration and cooperation among the different professionals (24) . Moreover, organizational values related to the valorization of the human dimension have been considered essential to enhance the quality of care in health services worldwide (8)(9)(10)(11) .…”

Section: Rev Esc Enfermmentioning

confidence: 99%

“…Organizational values can therefore influence the workplace and the functioning of organizations, determining common directions for workers (6)(7) . Moreover, organizational values have also been shown to impact quality of care and safety culture in different health services worldwide (8)(9)(10)(11) .…”

Section: Introductionmentioning

confidence: 99%

The organizational culture of a Brazilian public hospital

Rocha

Marziale

Carvalho

et al. 2014

Rev. esc. enferm. USP

View full text Add to dashboard Cite

The objective of this research was to analyze the organizational culture of a Brazilian public hospital. It is a descriptive study with quantitative approach of data, developed in a public hospital of São Paulo State, Brazil. The sample was composed by 52 nurses and 146 nursing technicians and auxiliaries. Data were collected from January to June 2011 using the Brazilian Instrument for Assessing Organizational Culture – IBACO. The analysis of the organizational values showed the existence of hierarchical rigidity and centralization of power within the institution, as well as individualism and competition, which hinders teamwork. The values concerning workers’ well-being, satisfaction and motivation were not highly valued. In regard to organizational practices, the promotion of interpersonal relationship, continuous education, and rewarding practices were not valued either. It becomes apparent that traditional models of work organization support work practices and determine the organizational culture of the hospital.

show abstract

“…Manager in erfolg reich lernenden Organisationen pflegen daher vor allem Offenheit, übernehmen Risiken (und Fehler) und zeigen Empa thie im Führungsverhalten (Infobox 3). Sie sind flexibel, "coachen" und pochen nicht auf hierarchische Strukturen [23,41]. Sie laden zur Verbesserung ein, ma chen ihre eigene Fehlbarkeit zum The ma und verlangen kontinuierliche Ver besserungen [12].…”

Section: Organisationales Lernen Und Unternehmenskultur (Infoboxen 3 unclassified

Anaesthetists learn – do institutions also learn?

Schüpfer

Gfrörer

2007

Anaesthesist

View full text Add to dashboard Cite

In only a few contexts is the need for substantial learning more pronounced than in health care. For a health care provider, the ability to learn is essential in a changing environment. Although individual humans are programmed to learn naturally, organisations are not. Learning that is limited to individual professions and traditional approaches to continuing medical education is not sufficient to bring about substantial changes in the learning capacity of an institution. Also, organisational learning is an important issue for anaesthesia departments. Future success of an organisation often depends on new capabilities and competencies. Organisational learning is the capacity or processes within an organisation to maintain or improve performance based on experience. Learning is seen as a system-level phenomenon as it stays in the organisation regardless of the players involved. Experience from other industries shows that learning strategies tend to focus on single loop learning, with relatively little double loop learning and virtually no meta-learning or non-learning. The emphasis on team delivery of health care reinforces the need for team learning. Learning organisations make learning an intrinsic part of their organisations and are a place where people continually learn how to learn together. Organisational learning practice can help to improve existing skills and competencies and to change outdated assumptions, procedures and structures. So far, learning theory has been ignored in medicine, due to a wide variety of complex political, economic, social, organisational culture and medical factors that prevent innovation and resist change. The organisational culture is central to every stage of the learning process. Learning organisations move beyond simple employee training into organisational problem solving, innovation and learning. Therefore, teamwork and leadership are necessary. Successful organisations change the competencies of individuals, the systems, the organisation, the strategy and the culture.

show abstract

Relationship between management philosophy and clinical outcomes

Cited by 43 publications

References 26 publications

Attitude is everything?

Attitude is everything?

The organizational culture of a Brazilian public hospital

Anaesthetists learn – do institutions also learn?

Contact Info

Product

Resources

About