Skip to main navigation menu Skip to main content Skip to site footer

Materiali per la ricerca e l'approfondimento

No. 122 (2022)

Improving the performance of healthcare organizations: The contribution manager-clinician

DOI
https://doi.org/10.3280/mesa2022-122oa14620
Submitted
settembre 19, 2022
Published
2022-12-15

Abstract

Public healthcare organization have always been committed to identifying organizational and managerial solutions to reply to the multiple pressures they are subjected to.
In this scenario crucial is the role played by professionals. The aim of this study is to investigate what strategies organization can adopt to enhance and support professionals in order to improve performance.
The results highlight that healthcare organizations should support the professional manager to be able to create a collaborative climate in the organization; facilitate interpersonal communication; define consistent objectives with the available resources and evaluate efficiency, effectiveness and quality.

References

  1. Aini Q. (2018). Management skill and leadership: a case study from hospital managers of charity business in health. The Journal of Social Sciences Research, 4(12): 478-482. DOI: 10.32861/jssr.412.478.482.
  2. Andrews R., Beynon M.J., McDermott A. (2019). Configurations of New Public Management reforms and the efficiency, effectiveness and equity of public healthcare systems: a fuzzy-set Qualitative Comparative Analysis. Public management review, 21(8): 1236-1260.
  3. Atun R.A. (2003). Doctors and managers need to speak a commonlanguage. Bmj, 326(7390): 655. DOI: 10.1136/bmj.326.7390.655.
  4. Batcheller J.A. (2011). On-boarding and enculturation of new chief nursing officers. JONA: The Journal of Nursing Administration, 41(5): 235-239. DOI: 10.1097/NNA.0b013e3182171c6a.
  5. Berkenbosch L., Bax M., Scherpbier A., Heyligers I., Muijtjens A.M.M., Busari J.O. (2013). How Dutch medical specialists perceive the competencies and training needs of medical residents in healthcare management. Medical teacher, 35(4): e1090-e1102. DOI: 10.3109/0142159X.2012.731544.
  6. Berwick D.M., James B., Coye M.J. (2003). Connections between quality measurementand improvement. Medical Care, 41(1 Suppl): I30-I38. DOI: 10.1097/00005650-200301001-00004.
  7. Ackerly D.C., Sangvai D.G., Udayakumar K., Shah B.R., Kalman N.S., Cho A.H., Schulman K.A., Fulkerson W.J. Jr, Dzau V.J. (2011). Training the next generation of physician-executives: an innovative residency pathway in management and leadership. Academic Medicine, 86(5): 575-579. DOI: 10.1097/ACM.0b013e318212e51b.
  8. Bloom N., Propper C., Seiler S., Van Reenen J. (2009). Management practices inhospitals. New York, NY: Health, Econometrics and Data Group.
  9. Bode I., Maerker M. (2014). Management in medicine or medics in management? The changing role of doctors in German hospitals. International Journal of Public Sector Management, 27(5): 395-405. DOI: 10.1108/IJPSM-06-2012-0068.
  10. Brown K. (2004). Human resource management in the public sector. Public management review, 6(3): 303-309. DOI: 10.1080/1471903042000256501.
  11. Burlea-Schiopoiu A., Ferhati K. (2021, January). The managerial implications of the key performance indicators in healthcare sector: A cluster analysis. Healthcare, 9(1): 19.
  12. Busari J.O. (2012). Management and leadership development in healthcare and the challenges facing physician managers in clinical practice. International journal of clinical leadership, 17(4).
  13. Crosson F.J. (2003). Kaiser Permanente: a propensity for partnership. Bmj, 326(7390): 654. DOI: 10.1136/bmj.326.7390.654.
  14. De Jong J.P., Den Hartog D.N. (2007). How leaders influence employees’ innovative behaviour. European Journal of innovation management, (10)1: 41-64. DOI: 10.1108/14601060710720546.
  15. De Korne D.F., Van Wijngaarden J.D., Sol K.J., Betz R., Thomas R.C., Schein O.D., Klazinga N.S. (2012). Hospital benchmarking: are US eye hospitals ready?. Health care management review, 37(2): 187-198. DOI: 10.1097/HMR.0b013e31822aa46d.
  16. Elarabi H.M., Johari F. (2014). The impact of human resources management on healthcare quality. Asian journal of management sciences & education, 3(1): 13-22. DOI: 10.5539/ass.v10n8p55.
  17. Fanelli S., Lanza G., Zangrandi A., Enna E. (2019). Innovare nei metodi di gestione nelle aziende sanitarie pubbliche: quali variabili di successo?. Azienda Pubblica, 3: 237-254.
  18. Fanelli S., Lanza G., Enna C., Zangrandi A. (2020). Managerial competences in public organisations: the healthcare professionals’ perspective. BMC health services research, 20: 1-9. DOI: 10.1186/s12913-020-05179-5.
  19. Fanelli S., Lanza G., Zangrandi A. (2017). Management tools for quality performance improvement in Italian hospitals. International Journal of Public Administration, 40(10): 808-819. DOI: 10.1080/01900692.2017.1280821.
  20. Fanelli S., Pratici L., Zangrandi A. (2021). Managing healthcare services: Are professionals ready to play the role of manager?. Health Services Management Research, 35(1): 16-26.
  21. Hewison A., Griffiths M. (2004). Leadership development in health care: a word of caution. Journal of Health Organization and Management, 18(6): 464-473. DOI: 10.1108/14777260410570018.
  22. Ireri S.K., Walshe K., Benson L., Mwanthi M. (2017). A comparison of experiences, competencies and development needs of doctor managers in Kenya and the United Kingdom (UK). The International journal of health planning and management, 32(4): 509-539. DOI: 10.1002/hpm.2357.
  23. Kaplan R.S., Norton D.P. (1992). The balanced scorecard: measures that drive performance. Harvard business review, 83(7): 71-79.
  24. Kippist L., Fitzgerald A. (2009). Organisational professional conflict and hybrid clinician managers: The effects of dual roles in Australian health care organisations. Journal of Health Organization and Management, 23(6): 642-655. DOI: 10.1108/14777260911001653.
  25. Kuhlmann E., von Knorring M. (2014). Management and medicine: why we need a new approach to the relationship. Journal of health services research & policy, 19(3): 189-191. DOI: 10.1177/1355819614524946.
  26. Kumpusalo E., Virjo I., Mattila K., Halila H. (2003). Managerial skills of principal physicians assessed by their colleagues: A lesson from Finland. Journal of health organization and management, 17(6): 457-462.
  27. Lane D.S. (1998). Defining competencies and performance indicators for physicians in medical management. American journal of preventive medicine, 14(3): 229-236. DOI: 10.1016/S0749-3797(97)00068-8.
  28. Liang Z., Howard P.F., Koh L.C., Leggat S. (2013). Competency requirements for middle and senior managers in community health services. Australian Journal of Primary Health, 19(3): 256-263. DOI: 10.1071/PY12041.
  29. Liang Z., Howard P.F., Leggat S., Bartram T. (2018). Development and validation of health service management competencies. Journal of health organization and management, 32(2): 157-175. DOI: 10.1108/JHOM-06-2017-0120.
  30. Lynch R.L., Cross K.F. (1991). Measure up!: Yardsticks for continuous improvement. Cambridge, MA: Basil Blackweel Inc.
  31. Mintzberg H. (2004). Managers, not MBAs: A hard look at the soft practice of managing and management development. Oakland, CA: Berrett-Koehler Publishers.
  32. Neely A., Adams C., Crowe P. (2001). The performance prism in practice. Measuring business excellence, 5(2): 6-13. DOI: 10.1108/13683040110385142.
  33. Neufeld V.R., Maudsley R.F., Pickering R.J., Turnbull J.M., Weston W.W., Brown M.G., Simpson J.C. (1998). Educating future physicians for Ontario. Academic medicine: journal of the Association of American Medical Colleges, 73(11): 1133-1148. DOI: 10.1097/00001888-199811000-00010.
  34. Pihlainen V., Kivinen T., Lammintakanen J. (2016). Management and leadership competence in hospitals: a systematic literature review. Leadership in Health Services, 29(1): 95-110. DOI: 10.1108/LHS-11-2014-0072.
  35. Quinn R.E., Rohrbaugh J. (1981). A competing values approach to organizational effectiveness. Public Productivity Review, 5(2): 122-140. DOI: 10.2307/3380029.
  36. Ringsted C., Hansen T.L., Davis D., Scherpbier A. (2006). Are some of the challenging aspects of the CanMEDS roles valid outside Canada?. Medical Education, 40(8): 807-815. DOI: 10.1111/j.1365-2929.2006.02525.x.
  37. Spinsanti S. (1997). La Formazione del Personale delle Aziende Sanitarie. In: Trabucchi M. (a cura di), Fondazione Smith Kline. Rapporto Sanità ’97. I nodi del cambiamento, pp. 235-259. Bologna: Società Editrice il Mulino.
  38. Stefl M.E. (2008). Common competencies for all healthcare managers: the healthcare leadership alliance model. Journal of healthcare management, 53(6).
  39. Teo W., Khoo H.S., Tang Y.L., Ng Y., Chew N., Jong M. (2019). Administrative and managerial skills for tomorrow’s medical professionals: a needs assessment. Journal of graduate medical education, 11(4s): 200-202.
  40. Townsend K., Wilkinson A. (2010). Managing under pressure: HRM in hospitals. Human Resource Management Journal, 20(4): 332-338. DOI: 10.1111/j.1748-8583.2010.00145.x.
  41. Toygar S.A., Akbulut Y. (2013). Managerial Skills of hospital administrators: case study of Turkey. Journal of Health Management, 15(4): 579-594.
  42. van Veen-Berkx E., de Korne D.F., Olivier O.S., Bal R.A., Kazemier G. (2016). Benchmarking operating room departments in the Netherlands: evaluation of a benchmarking collaborative between eight university medical centres. Benchmarking: An International Journal, 23(5): 1171-1192.
  43. Veillard J., Champagne F., Klazinga N., Kazandjian V., Arah O.A., Guisset A.L. (2005). A performance assessment framework for hospitals: the WHO regional office for Europe PATH project. International journal for quality in Health Care, 17(6): 487-496. DOI: 10.1093/intqhc/mzi072.
  44. Vinson C. (1994). Administrative knowledge and skills needed by physician executives. Physician executive, 20(6): 3-8. DOI: 10.17305/bjbms.2010.2734.
  45. Wanke T.R., McDevitt J.L., Jung M.J., Meyer M., Lalit Puri M.D.M.B.A., Gonzalez C.M., Saucedo J.M. (2015). Integrating business education in medical schools: a multicenter survey. Physician leadership journal, 2(6): 54.
  46. Watson A., MacDowell C., Khodorov G., Tartaglia J., Weber P. (2018). Assessing Entrepreneurial Characteristics of Healthcare Students Participating in an Entrepreneurial-Medicine Curriculum. MedEdPublish, 1.
  47. Zangrandi A., Fanelli S., Donelli C.C., Elefanti M. (2020). Crisis management: la gestione di un ospedale durante una pandemia. Milano: Egea.

Metrics

Metrics Loading ...