Organisational effectiveness within National Health Service (NHS) Trusts.
In view of the dearth of information relating to organisational effectiveness of NHS Trusts in comparison with clinical effectiveness, a complex study was undertaken to determine whether overall effectiveness was a result of management processes, people, or a combination of both. The study incorporated two phases involving the distribution of a comprehensive questionnaire to identify the "whats" of organisational effectiveness, and a bench-marking exercise aimed at identifying the "hows". In the main, the better performing trusts were found to be subscribing to the concepts of "keeping it simple", innovation and attainment of highly efficient processes. A number of examples of better/best practices were observed which included visible leadership, a commitment towards stakeholder involvement and the practice of teamworking. Given the complexity of the study area, the findings were deemed valuable to managers practising within all areas of healthcare. However, a need for further research was identified in order to substantiate the results.
Jackson
S
S
Management Centre, University of Bradford, UK.
D003625:Data Collection; D006302:Health Services Research; D006779:Hospitals, Public / Q000458:organization & administration / Q000592:standards*; D006801:Humans; D008330:Management Audit; D017146:Models, Organizational; D009936:Organizational Innovation; D016134:Organizational Policy; D013222:State Medicine / Q000458:organization & administration / Q000592:standards; D017749:Total Quality Management; D014341:Trustees; D006113:United Kingdom