Review: How Do Hospital Organizational Structure and Processes Affect Quality of Care?

Abstract

Interest in organizational contributions to the delivery of care has risen significantly in recent years. A challenge facing researchers, practitioners, and policy makers is identifying ways to improve care by improving the organizations that provide this care, given the complexity of health care organizations and the role organizations play in influencing systems of care. This article reviews the literature on the relationship between the structural characteristics and organizational processes of hospitals and quality of care. The review uses Donabedian's structure-process-outcome and level of analysis frameworks to organize the literature. The results of this review indicate that a preponderance of studies are conducted at the hospital level of analysis and are predominantly focused on the organizational structure-quality outcome relationship. The article concludes with recommendations of how health services researchers can expand their research to enhance one's understanding of the relationship between organizational characteristics and quality of care.

Estrutura das maternidades: aspectos relevantes para a qualidade da atenção ao parto e nascimento

“…The study showed that the largest network of obstetric and neonatal care is outsourced by the SUS, corroborating similar studies in Rio de Janeiro 3,7 , Greater Metropolitan São Paulo 22 , and Santa Catarina State 27 .…”

“…To measure quality of healthcare, Donabedian 6 proposed a theoretical framework based on structure, process, and outcomes, a triad that has been widely used in health services research 7 . Structure refers to the relatively stable characteristics of services, including the availability of human and financial resources, equipment, and inputs, in addition to their organizational format.…”

Code red: Towards authentic transformational leadership of emergency management

“…[25][26][27][28][29] Authentic transformational leadership is the backbone of high-performing and highly effective health care systems, as evidenced through quality of care, patient satisfaction, workforce satisfaction, organizational effectiveness, performance and social responsibility. [30,31] Authentic transformational leadership engages and motivates professionals to collaborate in integrating their work horizontally and vertically in emergency management systems. This leadership is also necessary in bringing about transformational changes within integrated health care delivery systems accountable for the overall positive outcomes that include lower mortality and morbidity rates.…”

Information System Challenge on Performance Measurement Data in Indonesian Public Hospitals

“…However, each public hospital has the ability and creativity to maintain quality in services and activities based on their own strategic management and governance as a Local General Services Body. As previos studies show inconsistent results between regulatory processes and quality outcomes [11] and lack on pratices and processes of quality improvement due to limited human resources and lack of competent staff [12]. Thus, the aim of this study is to understand the cycle of data collecting and reporting processes on performance measurement data in public hospitals.there are such policies supporting for quality improvement.…”