Comparing change readiness, quality improvement, and cost management among Veterans Administration, for-profit, and nonprofit hospitals.
Health care organizations throughout the country are facing increasing pressure to improve their quality of care while reducing cost. This article describes a model of organizational change and develops a change readiness matrix that managers can use to benchmark their organization's performance on three dimensions: (1) change readiness, (2) quality improvement, and (3) cost management. The model and the matrix combine to offer managers a framework for pursuing organizational change and operational innovation within their organization. A survey methodology is used to compare VA hospitals (n = 44), for-profit hospitals (n = 108), and nonprofit hospitals (n = 449) on the three performance dimensions. The results indicate that Veterans Administration hospitals react differently than either for-profit or nonprofit hospitals on these dimensions. However, responses from for-profit and nonprofit hospitals were not significantly different from each other. Additional insights are presented into how hospitals in general can facilitate the organizational change process.
Iowa State University, Ames, USA.
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D005377:Financial Management, Hospital / Q000706:statistics & numerical data*; D006302:Health Services Research; D006777:Hospitals, Proprietary / Q000191:economics / Q000458:organization & administration* / Q000592:standards; D006787:Hospitals, Veterans / Q000191:economics / Q000458:organization & administration* / Q000592:standards; D006788:Hospitals, Voluntary / Q000191:economics / Q000458:organization & administration* / Q000592:standards; D006801:Humans; D017146:Models, Organizational; D009936:Organizational Innovation; D017749:Total Quality Management / Q000706:statistics & numerical data*; D014481:United States; D014493:United States Department of Veterans Affairs