The development and application of modern management technologies aimed at improving the quality and efficiency of medical organizations’ activities remain an important task of healthcare management. The poor quality of medical organizations’ management leads to economic losses, reduced availability and quality of medical care, and dissatisfaction of the population with the medical services provided. The irrational use of medical equipment, the unbalanced distribution of medical personnel in structural divisions, the disproportionate allocation of financial resources for administrative and economic expenses, and procurement activities are the characteristics of poor management. The paper aims to study modern approaches that healthcare managers can use to measure and ensure high unit performance.
The National Committee for Quality Assurance (NCQA) applies approaches related to evaluating the effectiveness of individual performance indicators of medical organizations. The indicators are compared over a specific period with the recommended values established in the relevant administrative acts and methodological documents. Taking these requirements into account is preferable when forming a management strategy, including calculating the standards for financials, personnel support, and the load on medical equipment. In practice, the effectiveness assessment can be carried out according to the following indicators: bed occupation, length of stay, the efficiency of hospital mergers, healthcare efficiency assessment, and comprehensive assessment of inpatient services (Rosiek-Kryszewska & Leksowski, 2018). For example, the evaluation of the “bed occupation” indicator can be made relative to the standard as a whole or according to indicators in medical organizations with similar characteristics.
However, the evaluation of the medical organization only by one given indicator is not optimal. For instance, the duration of hospital stay could be influenced by the transfer between departments, frequency of surgical interventions, and the severity of the patient or insurance type. In turn, Medicaid and Medicare programs use a set of criteria for the quality and availability of medical services, considering the use of three organizational resources — personnel, managerial, and material and technical (Schulman & Milstein, 2019). Particular importance is attached to evaluating the effectiveness of employees due to their involvement in assessing patients.
Another modern method of evaluating and building medical institutions’ management is the use of “lean-technologies,” which are currently being actively implemented in medical organizations’ practical activities. Three application areas are proposed for improvements under the method. The first is the structure associated with physical and organizational parameters. This application area’s attributes are material, human resources, and the hospital’s organizational structure. The second is the process — the activities that take place during the provision of medical care, including both technical components and interpersonal relationships. The third is the result — the provision of medical care and subsequent care of the patient on the state of his health and patient satisfaction (Malgalhres et al., 2016). The introduction of this method remarkably reduces patients’ length of stay, even with a constant increase in the number of incoming patients. Also, surveys show that the patient satisfaction index increased in every hospital where such technology was used.
The literature sources analysis showed that approaches based on assessing and mapping processes in medical organizations are preferable, since they consider the degree and proportion of involvement of specific resources, the possibility of establishing cause-and-effect relationships, more rapid organizational and managerial intervention, and continuous improvement of the studied phenomenon or process. Thus, methods that consider both the performance of medical organizations as a whole and the specific techniques in which they are involved should be used. They allow to assess the current efficiency of the use of organizational resources and the predictive assessment of their production potential.
Magalhres, A.L., Erdmann A. L., & Silva E.L. (2016). Lean thinking in health and nursing: An integrative literature review. Revista Latino-Americana de Enfermagem, 24, 2-15. Web.
Rosiek-Kryszewska, A., & Leksowski, K. (Eds.). (2018). Healthcare administration for patient safety and engagement. IGI Global.
Schulman, K. A., & Milstein, A. (2019). The implications of “Medicare for All” for US hospitals. JAMA, 321(17), 1661-1662. Web.