Search results
Results from the WOW.Com Content Network
Unwarranted variations in medical practice refer to the differences in care that cannot be explained by the illness/medical need or by patient preferences. The term “unwarranted variations” was first coined by Dr. John Wennberg when he observed small area (geographic) and practice style variations, which were not based on clinical rationale. [5]
Health promotion in the hospital setting aims to increase health gain by supporting the health of patients, staff, and the community. This is achieved by integrating health promotion concepts, strategies, and values into the culture and organizational structure of the hospital.
Numerous outcomes have been associated either directly or indirectly with organizational culture. The relationships between organizational culture and various outcomes include organizational performance, employee commitment, and innovation. A healthy and robust organizational culture is thought to offer various benefits, including: [57] [58]
However strategies get implemented through management controls, organizational structure, human resources management and culture. [1] According to Simons (1995), management control systems are the formal, information-based routines and procedures managers use to maintain or alter patterns in organizational activities [2]
The Organization Studies field is becoming more popular also because the borders between a well-defined organization and customers, citizens, businesses, and professionals are more and more undefined. For example, social organization has been the subject of study in Spatio-temporal cohesiveness in human network theory. [7] [8]
Health policy can be defined as the "decisions, plans, and actions that are undertaken to achieve specific healthcare goals within a society". [1] According to the World Health Organization, an explicit health policy can achieve several things: it defines a vision for the future; it outlines priorities and the expected roles of different groups; and it builds consensus and informs people.
Structural-organizational barriers are based in organizational technology, strategy, culture and formality of regulations. In addition to the 4I model, environment is also considered as relevant at all individual, group and organization levels and that is why societal-environmental barriers are also considered.
Organizational strategy explores the relationship between unit and the environment. It involves action—matching skills and resources with opportunities and threats. According to Michael Porter, a professor from Harvard Business School and leading expert in organizational strategy, the basics of a competitive model have Five Forces: