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From Decentralization to Privatization. The Case of the Polish Hospital System

100%
Sześciło D.
Studia Iuridica
|
2016
|
vol. 68
365-377
EN
Decentralization and privatization have been the key elements of the new public management agenda for reshaping public services. Both trends have also affected the area of health services, with particular focus on hospital management. This paper describes the process of decentralization of healthcare and hospital governance in Poland for recent decades and discusses whether the increasing role of local and regional governments in hospital management has triggered the process of privatization of healthcare units. Deriving from statistical data and qualitative assessment, it concludes that while privatization of hospitals in one of the important trends in the Polish health policy, its scope is limited by several obstacles of economic, political and social nature.
2

From Decentralization to Privatization. The Case of the Polish Hospital System

100%
Sześciło D.
Studia Iuridica
|
2016
|
vol. 68
365-377
EN
Decentralization and privatization have been the key elements of the new public management agenda for reshaping public services. Both trends have also affected the area of health services, with particular focus on hospital management. This paper describes the process of decentralization of healthcare and hospital governance in Poland for recent decades and discusses whether the increasing role of local and regional governments in hospital management has triggered the process of privatization of healthcare units. Deriving from statistical data and qualitative assessment, it concludes that while privatization of hospitals in one of the important trends in the Polish health policy, its scope is limited by several obstacles of economic, political and social nature.
3
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Integrating Antenatal and Postnatal Pregnancy Services to Hospital Management System

88%
Danlami Y. M., Almu A., Mairoh H., Hamza M. K.
Path of Science
|
2018
|
vol. 4
|
issue 10
1009-1015
EN
Antenatal and postnatal processes and services is a component of Hospital Management Systems that has been given very little attention. Most healthcare institution carries out the antenatal and postnatal processes manually and keeps records of the whole processes on paper. In most cases in most hospital, records kept on paper and files get missing or misplaced leading to the loss of important records of clients which would have been very helpful for future pregnancies and clinical diagnosis. Report generation and statistical figures are difficult to generate with the manual based system. Data errors, security, and privacy are another problems associated with the manual system. In this paper, the antenatal and postnatal services were incorporated into the Hospital Management System of Usmanu Danfodiyo University, Sokoto with a view to reducing the issues and inconsistencies encountered with the manual procedure. Dreamweaver, PHP, CSS, JavaScript, Ajax, HTML and MySQL are the technological tools used to automate the incorporated antenatal and postnatal services in the system. The usefulness of the proposed system was evaluated using the System Usability Scale (SUS) questionnaire and some clinical users. The experimental evaluation shows that the developed system is beneficial to the clinic and the general public based on the result obtained in this study. The results also demonstrated that the developed system can fit into the antenatal and postnatal routine of many hospitals with little or no modification.
4
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Analysis of Total, Direct and Indirect Cost Outliers in a Polish Specialist Hospital

88%
Cygańska M., Thoene M., Silva A.
Olsztyn Economic Journal
|
2017
|
vol. 12
|
issue 4
451-464
EN
The purpose of this study is to analyze the factors facilitating the identification of the three categories of cost outliers. They are known as total cost outliers (TCO), direct cost outliers (DCO), and indirect cost outliers (ICO). 4,570 patients have been analyzed. To evaluate the factors that influence the patient being a cost outlier in a hospital; age, length of stay, gender, type of admission, reason for discharge, and type of department were considered. Multivariable logistic regression was used in the study. In our research TCO comprised 9% of the study sample. The percentage of DCO was slightly higher (10%) and ICO was slightly lower (8%). Total cost outliers accounted for almost 37% of total hospital costs, 40% of direct costs, and 34% of indirect costs. The direct cost outliers accounted for 44.39% of direct costs, and indirect cost outliers accounted for 34.91% of indirect costs. It was discovered that, in terms of gender, men are positively correlated with higher cost utilization. The risk of being a cost outlier increases risk in terms of death and referral for further treatment. The type of admission factor can only be a predictor of being an ICO. The risk of a patient being a length of stay outlier increases far more for the ICO (more than 580 times) than in the case of a DCO (3.81 times) or a TCO (13.79 times). The analysis suggests that not only TCO, but also DCO and ICO, should have high priority for hospital managers concerned with variations in the costs of care.
5
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Benchmarking jako metoda doskonalenia kompetencji organizacji w szpitalach publicznych

75%
Cholewa-Wiktor M.
Organizacja i Zarządzanie : kwartalnik naukowy
|
2011
|
vol. nr 3
61-72
PL
Celem artykułu jest zaprezentowanie najlepszej praktyki benchmarkingu dla publicznych zakładów opieki zdrowotnej. Przedstawione w pracy rozwiązania zostały opracowane na podstawie doniesień literaturowych krajowych i anglojęzycznych oraz dostępnych wyników badań. Ich analiza pozwoliła na stworzenie modelu działania przedstawiającego najważniejsze zasady stosowania benchmarkingu w szpitalach publicznych. Zaliczyć można do nich systematyczność, dynamiczność oraz sposób wprowadzenia. Konieczne jest także właściwe zrozumienie jego istoty, która zakłada, że benchmarking nie jest powielaniem działań istniejących, ale wzorcem, który umożliwia stworzenie na ich bazie własnych, twórczych rozwiązań. Sformułowane zasady można wykorzystać w praktyce zarządzania zakładem opieki zdrowotnej. Ich uwzględnienie ma szczególne znaczenie dla menedżerów służby zdrowia pragnących zastosować benchmarking jako metodę doskonalenia kompetencji organizacji.
EN
The aim of the article is to present the best way of benchmarking implementation in public health care institutions. The solutions presented in the paper have been developed basing on specialist domestic and English literature. Their analysis make it possible to create such a model of action which would present the most important rules of benchmarking implementation in public hospitals. These rules comprise regularity, dynamism and the way of benchmarking implementation. It is also essential to understand correctly the nature of benchmarking which emphasizes that it is not repeating the existing state but a model which allows developing your own, creative solutions on the basis of a given model. The set of established rules can be applied in the process of managing a health care institution. Managers of such institutions who are eager to implement benchmarking as a tool of improving the competence of the organization.
6
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Jak poprawić satysfakcję pacjentów: zrozumieć sukces Cleveland Clinic

51%
Biernacki M., Nowak M.
Handel Wewnętrzny
|
2017
|
issue 5 (370)
53-62
PL
Jak efektywnie zarządzać szpitalem, aby poprawić satysfakcję pacjentów? Głównym celem artykułu jest próba identyfikacji głównych czynników sprawczych udanej zmiany, której dokonano w zarządzaniu szpitalem Cleveland Clinic. Zastosowano metodę studium przypadku, przy czym wykorzystano tu zasadę triangulacji metod, technik badawczych i źródeł. Do czynników wewnętrznych sukcesu zmian w Cleveland Clinic wydają się należeć m.in. determinacja kierownictwa szpitala i wprowadzanie niektórych strategii marketingu relacji; do zewnętrznych zaliczyć można m.in. rozwiązania systemowe finansowo motywujące szpitale do poprawy ich oceny w opinii pacjentów. Wiedza na temat czynników sukcesu w zarządzaniu analizowanym szpitalem może być wartościowa dla zarządów szpitali i instytucji państwowych w Polsce. Efektywne zarządzanie szpitalami pełni trudną do przecenienia rolę społeczną.
EN
How to manage the hospital effectively to improve patient satisfaction? The main purpose of the article is to try to identify the main factors of successful change in managing the Cleveland Clinic. The case study method was used with the principle of triangulation of methods, techniques and sources applied. The internal success factors of changes in the Cleveland Clinic appear to be, among others, determination of the hospital management and introduction of some relationship marketing strategies. External factors seem to include, among others, some government regulations to hospitals aimed at motivating them financially to improve patients’ opinions about them. Knowledge of the success factors in managing the analysed hospital may be useful for hospitals’ boards of directors and state institutions in Poland. It is difficult to overestimate the social role of managing hospitals effectively.
RU
Как эффективно управлять больницей, чтобы повысить удовлетворенность пациентов? Основная цель статьи – попытаться выявить основные факторы, ведущие к успешной перемене, которую провели в управлении больницей Cleveland Clinic. Применили метод изучения конкретного случая, причем использовали принцип триангуляции методов, исследовательских техник и источников. К числу внутренних факторов успеха перемен в Cleveland Clinic, как представляется, относятся, в частности, детерминация руководства больницы и ввод некоторых стратегий реляционного маркетинга; к числу внешних можно, в частности, отнести системные решения, финансово мотивирующие больницы к улучшению оценки их по мнению пациентов. Знания насчет факторов успеха в управлении рассматриваемой больницы могут быть полезными для управлений больниц и государственных учреждений в Польше. Эффективное управление больницами выполняет социальную роль, кото- рую трудно переоценить.
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