Background and Aim: Equitable distribution of health system resources and hospital beds is crucial for an acceptable level of health for all the people of the country. The aim of this study was to examine the equity in distribution of hospital beds in Iran. Materials and Methods: In this descriptive and cross sectional study data were collected from Ministry of Health and Medical Education and Iranian statistics Center. The study population consisted of all Iranian hospitals in 2016. The equity in the distribution of hospitals' beds was evaluated using the Lorenz curve and Gini coefficient. Excel software was used for data analysis. Results: Iranian population was 79,926,270 and there were 930 hospitals with 118,894 beds in 2016. (1.2 hospitals per 100,000 population and 1.5 hospital beds per 1000 population). Yazd, Semnan and Tehran provinces had the highest hospital beds per 1000 population. About 17% of the total hospitals and 22% of the hospital beds were located in Tehran. The Gini coefficient for hospital bed distribution among Iranian provinces was 0.107. Distribution of the hospital beds was equitable in Alborz and Yazd provinces and inequitable in North Khorasan, Sistan & Baluchestan and Charmahal & Bakhtiary provinces. Conclusion:The distribution of hospital beds among Iranian provinces has been fair. However, hospital beds were not distributed equitably among the cities in the provinces and were concentrated in the capital cities of the provinces of the country. Healthcare policymakers should take appropriate measures to reduce inequality in the distribution of hospital beds.
Background and aim: Approximately 85% of Iranian hospitals are general hospitals. Considering the limitation of resourses, improvement of the hospital efficiency is an absolute necessity. Efficiency, as the output-input ratio, indicates use of the lowest amount of inputs to produce the greatest amount of outputs. The aim of this study was to determine the efficiency of general hospitals in Iran and identification of the factors affecting efficiency of the hospitals. Materials and Methods:In this cross sectional and descriptive study we used Pabon Lasso model and three performance indicators. i.e., bed occupancy rate (BO), average length of stay (ALS) and hospital bed turnover (BT) to determine efficiency of the Iranian general hospitals in 2017. Data were analyzed by SPSS software and charts were drawn using Power BI software. Results: There were 834 general hospitals with 108257 beds in Iran in 2017. The average BO, ALS and BT were 62.8%, 2.6 days and 93 times respectively. Only 15% of the general hospitals were located in the zone III of pabon lasso model and had acceptable efficiency (high BO and BT). Factors such as hospital ownership, type, size, age of hospital building, and staff number were significantly related to hospital efficiency. Private and social security hospitals, non-teaching hospitals and hospitals with 100-200 beds and 2-4 staff per bed had more efficiency in comparison to the teaching hospitals. Conclusion: Because of low efficiency of most general hospitals policy makers and senior managers should take necessary measures for improvement of efficiency of the hospitals.
Health equity as a health system objective means having fair access to needed healthcare services, paying healthcare costs according to payment capacity and enjoying the highest achievable standard of health. Equitable distribution of hospital beds increases people access to health services and as a result improves their health status. This study aimed to examine the equity in distribution of hospital beds in Zanjan Province, Iran. Methods: Data for this descriptive and cross sectional study was collected from the Ministry of Health and Iranian Statistics Center. All hospitals in Zanjan province were included in this study in 2016. The Gini coefficient was used to measure the equity of hospital beds distribution. Excel software was used for data analysis. Results: The population of Zanjan province was 1,057,461 and there were 12 hospitals with 1,538 beds there in 2016. There were approximately1.13 hospitals per 100,000 population and 1.45 hospital beds per 1000 population. Zanjan, Abhar and Khorramdareh counties have had the highest hospital beds per 1000 people. About 42% of hospitals and 72% of hospital beds were located in Zanjan city, the capital. The Gini coefficient for hospital beds distribution among Zanjan counties was 0.26. Conclusion: The distribution of hospital beds in Zanjan Province was relatively fair. Equitable allocation of hospital beds particularly in less developed cities is necessary for achieving population health fairness.
Objective (s): Critical success factors (CSF) are a set of limited factors that, when applied and reinforced in an organization, give competitive advantage. The purpose of this study was to identify the critical success factors of hospitals in Tehran province. Methods: This qualitative research was conducted by phenomenological method. Semi-structured and in-depth interviews were used to collect data. The interviewees included 93 senior, middle and front-line managers working in 30 hospitals in Tehran province. Data analysis was performed by thematic analysis method using MAXQDA software. Results: A total of 51 critical success factors were identified for hospitals, which were classified into 8 main themes and 22 sub-themes. Key themes include management and leadership, planning, organizational learning, organizational culture, employee management, patient management, resource management, and process management. Transformational leadership, plan-oriented, organizational trust, the presence of renowned physicians, patient satisfaction, and the availability of resources and facilities were key factors in the success of hospitals. Conclusion: Hospital managers should strengthen these critical success factors. Their application increases the possibility of achieving organizational goals and achieving competitive advantage.
Context: Universities are among the best places to foster innovation and provide services, as they are in close contact with clients. In order to offer the best possible services, they need to be innovative in their respective fields. Service innovation is widely recognized as one of the three strategic research priorities of service institutions. Given the vast number and types of services available, various models are adopted to achieve this goal. Evidence Acquisition: This article aims to provide a critical review of the available service innovation models and propose a comprehensive service innovation model. To achieve this objective, relevant keywords were used to conduct a literature search in databases. Initially, 1504 studies were obtained, and after a screening process, only 10 studies that were most relevant to the study's purpose were selected. Results: The model proposed in this study is an integrated form of service innovation models, encompassing the process, dimensions, required infrastructures, capabilities, and the types and outcomes of service innovation, which are discussed separately in other models. Conclusions: Service innovation is a complex and resource-intensive activity with potential long-term benefits for firms in both service and manufacturing industries. If a service company aims to establish a more sustainable strategic position based on innovation, it should examine its management process for physical, organizational, and intellectual resources.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
hi@scite.ai
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
Copyright © 2024 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.