The effect of selected informal processes on the organizational performance of health care
Journal Title: International Journal of Contemporary Management - Year 2012, Vol 11, Issue 3
Abstract
The use of advanced management methods and techniques in health care organizations still seems to be a crucial problem. Health care efficiency should be assessed at the level of the system as a whole, the organization and the individual processes. Organizational perfor-mance is a complex and dynamic notion, hard to define and measure, especially in health care organizations. The efficiency (performance) assessment approach which gained the greatest popularity is Kaplan and Norton’s Balanced Scorecard (BSC) and Mission-Oriented Scorecard (MOS), which analyzes client satisfaction, internal processes, learning and growth as well as financial effects. The aim of the study was to provide a preliminary analysis of internal processes existing in the organization on the basis of opinions expressed by doctors and especially to link them with organizational efficiency and learning. The study reveals a gap between evidence-based medicine (EBM) and evidence-based health care (EBHC). Conclusions: informal processes in the organization under study 1. result from necessity, 2. have a compensation and adaptation function, 3. are possible due to low process maturity in health care organizations (documentation, monitoring and process control), 4. distort the assessment of organizational efficiency and make it more difficult. The assessment of organizational performance in health care requires process analysis (the use of documenta¬tion, monitoring and process control techniques) and the establishment of minimum stand¬ards for work and organizational resources.
Authors and Affiliations
Hanna Saryusz-Wolska
Keywords
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