Management practices in Australian healthcare: can NSW public hospitals do better?

Agarwal, Renu; Green, Roy; Agarwal, Nipun; Randhawa, Krithika

doi:10.1108/jhom-01-2015-0016

Cited by 13 publications

(14 citation statements)

References 84 publications

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“…By contrast, Agarwal et al 40 found that the number of doctors serving on a hospital’s board of directors is unrelated to management performance because doctors are primarily responsible for clinical quality rather than hospital management. Thus, some researchers believe that board members concurrently serving as doctors and directors reduce the effectiveness of a hospital’s board of directors.…”

Section: Discussionmentioning

confidence: 95%

Hospital Board of Directors’ Composition and Financial Performance: Empirical Evidence from Taiwan

Chen

Hsieh

Hsiao

2021

INQUIRY

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The board of directors of a nonprofit proprietary hospital is responsible for supervising and managing major operational matters and reviewing operational results. This study investigates how hospital financial performance is influenced by director and supervisor characteristics among the board members of nonprofit proprietary hospitals in Taiwan. Data were obtained from the Division of Medical Services of the Ministry of Health and Welfare. A generalized linear model was used to evaluate 32 non-profit proprietary hospitals for the years 2006 to 2017, totaling 363 observations. The empirical results revealed a significant positive correlation between the proportion of directors with management qualifications and hospital financial performance. Moreover, the results represented that a higher proportion of board members with a medical background did not correspond to higher hospital financial performance. Although doctors accounted for the highest proportion of board members, indicating their key role in hospital management, the need for board members with management expertise cannot be ignored. Therefore, a balance between directors with management experience and medical knowledge on the board of directors is beneficial for hospital financial performance.

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Section: Discussionmentioning

confidence: 95%

Hospital Board of Directors’ Composition and Financial Performance: Empirical Evidence from Taiwan

Chen

Hsieh

Hsiao

2021

INQUIRY

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“…Five studies reported on medical leadership within organisations. 31 34 35 39 44 Konu and Viitanen 34 investigated the incidence of shared leadership among 433 middle-level managers (eg, chief doctors, nursing directors) in social service and healthcare in Finland. Quantitative analysis of survey data on leadership practices found that shared leadership practices were more common among managers without a medical background.…”

Section: Resultsmentioning

confidence: 99%

“…In other work, Agarwal et al 31 sought to determine whether there is a positive association between Management Practices Score (MPS) and the level of clinical education of managers in 42 Australian acute care public hospitals. The MPS for each hospital was calculated from interview responses of 116 managers to a survey of 21 hospital management practices across multiple dimensions.…”

Section: Resultsmentioning

confidence: 99%

Medical leadership, a systematic narrative review: do hospitals and healthcare organisations perform better when led by doctors?

et al. 2017

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IntroductionDespite common assumptions that doctors are well placed to lead hospitals and healthcare organisations, the peer-reviewed literature contains little evidence on the performance of doctors in leadership roles in comparison with that of non-medical managers.ObjectivesTo determine whether there is an association between the leader’s medical background and management performance in terms of organisational performance or patient outcomes.MethodsWe searched for peer-reviewed, English language studies using Medline, Embase and Emerald Management between 2005 and 2017. We included quantitative, qualitative and mixed method empirical studies on the performance of senior healthcare managers where participants were described as doctors or leaders and where comparative performance data were provided on non-medical leaders. Studies without full text available, or no organisational, leadership behaviour or patient measures, were excluded.ResultsThe search, conducted in Medline (n=3395), Embase (n=1913) and Emerald Management (n=454) databases, yielded 3926 entries. After the application of inclusion and exclusion criteria, 16 studies remained. Twelve studies found that there were positive differences between medical and non-medical leaders, and eight studies correlated those findings with hospital performance or patient outcomes. Six studies examined the composition of boards of directors; otherwise, there were few common areas of investigation. Five inter-related themes emerged from a narrative analysis: the impact of medical leadership on outcomes; doctors on boards; contribution of qualifications and experience; the medical leader as an individual or part of a team and doctors transitioning into the medical leadership role.Discussion and conclusionA modest body of evidence supports the importance of including doctors on organisational governing boards. Despite many published articles on the topic of whether hospitals and healthcare organisations perform better when led by doctors, there were few empirical studies that directly compared the performance of medical and non-medical managers. This is an under-researched area that requires further funding and focus.

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“…It aims to improve the service flow in hospitals but the overall quality care was compromised. Furthermore, Agarwal et al (2016) proposed a solution of best management practices to deliver quality health care services. However, it requires continuous changes in the organization as per the patient requirements, which is challenging and difficult to introduce.…”

Section: Framework Methods and Toolsmentioning

confidence: 99%

Service Delivery Innovation in Health Care for Patient Satisfaction at Primary and Secondary Level

Grang¹,

Bhuiyan²,

Prasad³

et al. 2019

American Journal of Applied Sciences

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The purpose of this research is to identify and address the service delivery issues faced by patients in hospitals including emergency departments. It illustrates the available solutions and determines the one that best fits the solution among service delivery methods in hospitals to provide quick and quality care with better efficiency. There are various software tools that are used to analyse and minimize the patients waiting times. This research examines and discusses the existing practices and findings that are currently being used in the hospital frameworks. It also examines the factors influencing the service delivery and patient satisfaction through different methods and tools to give a clearer picture of the patient flow at the hospitals utilizing a case study approach in the context of hospitals within NSW Australia. This research paper proposes improvement in service delivery model, which potentially improves patient satisfaction as well as increase efficiency for health care service providers to handle huge overcrowding in many hospitals. It potentially creates opportunities for better health care by providing better services on time and in a better quality.

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Management practices in Australian healthcare: can NSW public hospitals do better?

Cited by 13 publications

References 84 publications

Hospital Board of Directors’ Composition and Financial Performance: Empirical Evidence from Taiwan

Hospital Board of Directors’ Composition and Financial Performance: Empirical Evidence from Taiwan

Medical leadership, a systematic narrative review: do hospitals and healthcare organisations perform better when led by doctors?

Service Delivery Innovation in Health Care for Patient Satisfaction at Primary and Secondary Level

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