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.
West
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TD
Iowa State University, Ames, USA.
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