Applying business management models in health care.
Most health care management training programmes and textbooks focus on only one or two models or conceptual frameworks, but the increasing complexity of health care organizations and their environments worldwide means that a broader perspective is needed. This paper reviews five management models developed for business organizations and analyses issues related to their application in health care. Three older, more 'traditional' models are first presented. These include the functional areas model, the tasks model and the roles model. Each is shown to provide a valuable perspective, but to have limitations if used in isolation. Two newer, more 'innovative' models are next discussed. These include total quality management (TQM) and reengineering. They have shown potential for enabling dramatic improvements in quality and cost, but have also been found to be more difficult to implement. A series of 'lessons learned' are presented to illustrate key success factors for applying them in health care organizations. In sum, each of the five models is shown to provide a useful perspective for health care management. Health care managers should gain experience and training with a broader set of business management models.
Trisolini
Michael G
MG
RTI International, 411 Waverely Oaks Road, Suite 330, Waltham, Massachusetts 02452, USA. Mtrisolini@rti.org
D005376:Financial Management; D006298:Health Services Administration; D006754:Hospital Restructuring / Q000458:organization & administration; D007256:Information Systems; D008389:Marketing of Health Services; D017146:Models, Organizational; D009874:Operations Research; D009936:Organizational Innovation; D010559:Personnel Management; D017749:Total Quality Management / Q000458:organization & administration*; D014481:United States