Post on 07-Mar-2016
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Lecture 2
Mrs: Asma A. Alderaa
2011-2012
HospitalHospital
AdministrationAdministration
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INTRODUCTIONINTRODUCTION
Many aspects of health organizations are managed by
health professionals, all need management skills
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Management oradministration, on a planned
and scientifc basis, innecessary or the smoothrunning o every institution,
including hospitals.
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!ospital administration is a
comple" task and can ca#ses
headachesand one is likelihood
of de$eloping high blood
press#re or #lcersif it is not
handled properly
It in$ol$es planning, organizing,
controlling and e$al#ating andthis can be done better by
kno%ing the principles of
management and administration
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&dministration is tense
Things happen in spite of the best r#les
'roblems do not respect r#les and reg#lations, orproced#res
One may %in or lose, depending on ho% one
handles people and problems
Insol$able(looking problems may melt a%ay %iths#rprising ease, like the shado% at da%n
'roblems, %hich look small and simple, may
sno%ball into e"tremely diffic#lt iss#es for %hich
one sho#ld be %atchf#l and deal %ith the problemsmore efficient and effecti$ely %itho#t making any
premat#re ass#mption and one sho#ld be open to
all s#ggestion and comments
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)ail#re is a part of h#man
e"perience and if it is seen as achallenge, one %ill find that it is
tr#ly a step on the road to
s#ccess and personal gro%th
One sho#ld not becomemiserable if something goes
%rong It can happen to the
best of administrators
Nobody is infallible* nobody isright all the time One has the
right to make mistakes and the
only person %ho ne$er makes a
mistake is the man %ho does
nothing +#t one sho#ld learnand profit from the mistake,
%hich is a learning e"perience
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!ospital personnel, medical staff, para(medical
or general employees, m#st all be concerned
%ith one goal
Providing the best
possible
patient care.
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Distinction bet%een !ospital - Ind#strialDistinction bet%een !ospital - Ind#strial
OrganizationOrganization::
The difference bet%een administrati$e %ork in
hospital and in other organizations can be attrib#tes
to the e"istence of some conditions pec#liar to
hospitals
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The cons#mers of the ser$ices
pro$ided in a hospital .the
patients/ are physically or
mentally ill and are rendered
ser$ices %ithin the fo#r %all of
the hospital
&s compared %ith most other
instit#tions of b#siness,
go$ernment and ed#cation, this
is an #n#s#al sit#ation and
present 0#ite different
problems of management
N1 2N1 2
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The c#stomers of the hospital
.the patients/ ha$e indi$id#alneeds and re0#ire highly
personalized and c#stom(
made ser$ices
The diagnostic, therape#ticand pre$enti$e ser$ices
pro$ided by physicians,
n#rses and technicians, and
the aid of e"pensi$e and
specialized e0#ipments andmedication are tailored to the
need of each indi$id#al
cons#mer
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The hospital pro$ides a
%ide range of scientific andtechnical ser$ices s#ch as
N#rsing, diet therapy,
anesthesiology, pharmacy,
radiology, clinical laboratory,physical therapy and
medical social %ork
Many of its ser$ices are
pro$ided contin#o#sly,ro#nd the clock, e$ery day
of the year
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N#rses and certain other
personnel m#st accept directionfrom both the matron and the
physicians #nder %hom they
%ork closely e$ery day
They also ha$e to f#lfill the
emotional, physical, mental andmedical needs of the patients
The h#man relations problems
in s#ch sit#ations of d#al
a#thority are m#ch more
fre0#ent, delicate, $aries and
comple" than in organization
%here this sit#ation does not
e"ist
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!andicapped by lo% %ages,
rigid discipline and some
apprehension of e"pos#re to
disease, hospital personnel
are e"pected to
Maintain a $ery high
le$el of efficiency, as
their f#nctioning affects
the li$es of patients
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The amo#nt and the $ariety of training
programmers that the hospital has to
pro$ide
Training is pro$ided for medical interns
and residents .7 months to 2 year/,
technicians .3 years/, medical laboratory
technicians .3 years/, physical therapists,
pharmacists, medical social %orkers,
dieticians and n#rses Classrooms,
clinical and different training methods are
#sed in $arying combinations
The administrator is responsible for
planning and operating these $ario#straining programmers
8ery fe% other types of instit#tions
combine s#ch ma9or ed#cational
responsibilities %ith other operating
acti$ities
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N1 :N1 :
The efficiency and 0#ality of
health care ser$ices in anyhospital is directly dependent on
the #se of bio(medical e0#ipment
in diagnosis, s#rgery and
therape#tic process
These e0#ipment employsophisticated technology made of
comple" systems The problem of
maintenance and management of
these bio(medical e0#ipment is
comple" beca#se there is ac#te
shortage of technical hands %ho
ha$e s#itable and ade0#ate
training in the maintenance and
repairing of these specialized hi(
tech e0#ipment
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!ospital administration sho#ld be entr#sted on those %ho ha$e
the necessary training and the right kind of attit#de to perform
this $ital task
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Definition of ManagementDefinition of Management
is an art %ith
a scientific base
a science can be learned thro#gh thest#dy of basic r#les, principles and
form#las
ac0#ired thro#gh trial(and(error- years of e"perience
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Definition of ManagementDefinition of Management
It is a process, %ith both interpersonal and technical aspects,
thro#gh %hich the ob9ecti$es of the health ser$ices organization
are specified and accomplished by #tilizing h#man and physical
reso#rces and technology
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Management 'rocessManagement 'rocess
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It m#st be designed tomeet all the needs of
people it is to ser$e
It m#st be a size
%hich the people can
afford to b#ild andoperate
It m#st be %ell(staffed
%ith a s#fficient n#mber
of physicians, n#rses
and other trainedpersonnel to gi$e
ade0#ate and efficient
ser$ice
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Reasons for inade0#ate hospital ser$ice
;
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1-Patient Care of High Quality:
2 'ro$ision of competent professional and technical staff
and of the e0#ipment and facilities necessary to s#pport
the hospital?s patient care3 &n organizational str#ct#re that assigns responsibility
appropriately and re0#ires acco#ntability for the $ario#s
f#nctions %ithin the instit#tion, incl#ding those partic#larly
related to the patient care
4 Interaction of members of the medical staff %ith each other
and %ith other members of the health team thro#gh
cons#ltations and conferences
5 Contin#o#s re$ie% by appropriate persons of the
ade0#acy of care pro$ided by physicians, n#rsing staff and
paramedical technicians
6 >d#cational acti$ities designed to impro$e patient care and
to keep the hospital? professional and technical staffs abreast
of ne% medical and technological kno%ledge
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2-Effective Community Orientation:
2 & go$erning board made #p primary of persons %ho ha$e
demonstrated concern for the comm#nity as %ell as
leadership ability
3 'olicies that ass#re a$ailability of ser$ices as needed to all
of the people in the hospital ser$ice area
4 'articipation of the hospital in comm#nity programs to
pro$ide pre$enti$e, emergency and cas#alty care and to
teach good health and health care practices to comm#nity
residents
5 =er$ice programs e"tend beyond the %alls of the hospital into
the comm#nity, and that complement and are coordinated
%ith ser$ice programs of other hospitals, mental facilities,
rehabilitation centers, n#rsing homes, homes for the aged,
comm#nity clinics, home(health ser$ices and health
departments
6 & p#blic information program that keep the comm#nity
informed abo#t and identified %ith the hospital?s goals,
ob9ecti$es and plans
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3-Economic Viability:2 & corporate organization that accepts responsibility for
so#nd financial management %ith optim#m 0#ality of care
and the hospital?s responsibility for comm#nity ser$ices and
that raises f#nds, %hen necessary, to s#pplement thehospital?s earned income
3 'atient care ob9ecti$es that are consistent %ith pro9ected
ser$ices demands and the a$ailability of operating
financing for ade0#ate personnel and e0#ipment re0#ired
to maintain patient care of a high 0#ality
4 & program to attract the medical staff, an ade0#ate n#mber
of physicians engaged in family practice as %ell as the
essential medical(s#rgical specialists to maintain optim#m
occ#pancy of inpatient facilities and a f#ll #tilization of
o#tpatient ser$ices
5 & planned program of e"pansion or de$elopment of
facilities and ser$ices based on comm#nity need and other
comm#nity health reso#rces to a$oid #nnecessary
d#plication
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3-Economic Viability:
6 Comm#nity participation in the hospital?s programs thro#gh
sponsors, contrib#tions, a#"iliaries and $ol#nteers
7 &n ann#al b#dget plan for maintaining
=er$ices at a high le$el of 0#ality
&ppropriate standby e0#ipment and ser$ices
Competiti$e salary and %age scales and employee
benefits Interest and payments on mortgage and other
indebtedness
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4-Sound rchitectural Plan:
2 Retention of an architect e"perienced in hospital design
and constr#ction
3 =election of a site large eno#gh to pro$ide for parking andf#t#re e"pansion and readily accessible to %ater and
se%age lines and to pop#lation concentrations thro#gh
high%ay, rail, rapid transit or b#s lines
4 Determination of facility size appropriate to the demands of
the hospital?s ser$ice area and of departmental areas largeeno#gh to pro$ide the diagnostic and treatment ser$ices
re0#ired by the hospital?s medical staff on an emergency
and day(to(day basis
5 Recognition of the importance of establishing con$enient
traffic patterns, both %ithin and o#tside the hospital, formo$ement of physicians, hospital staff, patients and
$isitors and for efficient transportation of food, la#ndry,
dr#gs and other s#pplies
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4-Sound rchitectural Plan:
6 &de0#ate attention to important hospital concepts s#ch as
Infection control
Disaster planning
Use of hospital ser$ices by amb#latory inpatients as %ell
as o#tpatients
Intensi$e and e"tended care #nits
'sychiatric care programs