Determinants of quality management systems implementation in hospitals

Abstract

Six supporting and limiting factors determining QMS implementation are identified in this review. These are the organization culture, design, leadership for quality, physician involvement, quality structure and technical competence.

Examining the joint effects of strategic priorities, use of management control systems, and personal background on hospital performance

“…Over the past two decades, the literature on MCS in hospitals has emphasised the importance of aligning the use of MCS with hospital strategies (e.g., Aidemark and Funck, 2009;Ballantine et al, 1998;Chilingerian and Sherman, 1987;Wardhani et al, 2009), an alignment that should lead to positive organisational outcomes, such as hospital performance 2 Management control systems are defined as "formal, information-based routines and procedures managers use to maintain or alter patterns in organisational activities" (Simons, 1995, p. 5). Formal performance measurement systems are an essential aspect of formal management control systems (Chenhall, 2005;Henri, 2006).…”

“…Over the past two decades, the literature on MCS in hospitals has emphasised the importance of aligning the use of MCS with hospital strategies (e.g., Aidemark and Funck, 2009;Ballantine et al, 1998;Chilingerian and Sherman, 1987;Wardhani et al, 2009), an alignment that should lead to positive organisational outcomes, such as hospital performance (King et al, 2010). Inherent in these arguments is the implicit assumption that the individual behaviour of clinicians dominating the core operations of a hospital can be controlled towards the successful achievement of hospital strategies.…”

The problem of quality management effectiveness within healthcare organizations: an international aspect

“…-анализировать возможные риски [23]; -четко распределять функции и ответ-ственных за качество внутри медицинской ор-ганизации [39];…”

Accomplishing Water Strategy Policies in Hospitals: The Role of Management Information Systems and Managerial Styles

“…However, despite significant interest from practitioners and academics in water management literature, relatively little is known about how the combination of different managerial styles and management information systems can influence the achievement of multiple strategic policies [29,30], such as water cost saving and water quality enhancement. Managerial styles can be described as proactive and reactive.…”

“…Thus, a sophisticated management information system provides information more focused on internal and external events, quantified in both economical and operational terms, and information related to long-term consequences. More sophisticated management information systems provide information aggregated by functional areas and time periods to a greater extent, and also supply managers with information that is related to different services or programs to facilitate problem-solving and innovative solutions to address strategic policies [9,29].…”