The Viability of Public Hospitals

Additionally, umteen reality hospitals in metropolitan beas find it increasingly difficult to manage managed care. As Waters and Young (1997) noted, globe hospitals are often more dependent upon public health insurance funding and recompense reg9imens than private hospitals and, consequently, face special skill and knowledge requirements for their administrators and staff members.

Managerial theories impacting upon metropolitan public hospitals derive from the field of public administration, which positions public institutions as non-profit institutions that are focused on a mission that does not include maximization of a screw line or stockholder interest (Drucker, 1997). Such institutions, agree to Drucker (1997), experience some difficulties in attracting and retaining skilled managerial, administrative and maestro staff due to the probability that such workers provide realise limited financial rewards for their work when compared to peers in for-=profit institutional work settings. This requires the development of a system of rewards, benefits and motivational items that will foster job satisfaction and reduce staff turnover. For many worker sin such institutions, Drucker (1997) suggests that the overarching work mission and benignant focus of the public hospital may serve as a source of inspiration and motivation.

Given this, management theories that are employed in metropolitan public hospitals can predominate the gamut fr

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Restructure governance systems to promote legal;, fiscal and administrative autonomy;

Berman, E.M. (1998). Productivity in Public and Nonprofit

Stolzenberg, E.A. (2000). Governance transport for public

The overarching theory shaping management and administration in public hospitals is, said Berman (1998), the quality paradigm. Total quality management or TQM is regarded as more of a management philosophy than an across-the-board single strategy. Continuous quality improvement, the empowerment of all stakeholders, a customer orientation, reengineering, and benchmarking are the strategies found within this paradigm. The core of values in the quality paradigm influencing these and other nonprofits, said Berman (1998), is to identify, follow, and pop off the needs of stakeholders, strive to produce services right the firstborn time, use systematic analysis to evaluate and improve service delivery, and consistently support workers in their efforts to improve quality and to meet customer needs.

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