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Performance Improvement in Health Care Organizations (Foundations and Trends (R) in Technology, Information and Operations Management) - Brossura
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Performance Improvement in Health Care Organizations reviews the literature on this important topic and presents a framework that synthesizes the factors associated with successful transformational performance improvement.
It is comprised of six key components:
- (1) Determining and communicating a system-level goal.
- (2) Developing and using system-level measures of performance.
- (3) Understanding and managing interdependencies.
- (4) Selecting a portfolio of projects aligned with system-level goals.
- (5) Creating an engine for improvement.
- (6) Implementing, spreading, and sustaining improvements.
Performance Improvement in Health Care Organizations is intended for two audiences: operations management scholars who conduct research on or teach about improvement in health care organizations, and clinicians and health care leaders with knowledge about operations management techniques that can be leveraged to improve performance.
Section 1 provides an overview of the U.S. health care system, discusses the need for a health care specific framework for improvement, and introduces key operations management concepts relevant for performance improvement. Section 2 presents the Model of Transformational Performance Improvement. The authors also review other models for improvement and compare them to the TPI model. Sections 3 through 8 presents each of the six key components of the model and draws on case studies and empirical research to explain the components in more depth and provide examples of their implementation. Each component is also linked to relevant operations management literature streams. Section 9 examines common barriers to performance improvement that can be avoided by applying the framework and the operations management principles outlined in this monograph. Finally, Sections 10 and 11 provide ideas for future research and offer a conclusion.
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Performance Improvement in Health Care Organizations (Foundations and Trends (R) in Technology, Information and Operations Management): 25 . Information and Operations Management) [Paperback] Song, Hummy and Tucker, Anita
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Condizione: New. Dieser Artikel ist ein Print on Demand Artikel und wird nach Ihrer Bestellung fuer Sie gedruckt. Reviews the literature on this topic and presents a framework that synthesizes the factors associated with successful transformational performance improvement. Coverage includes determining and communicating a system-level goal developing and using system-. Codice articolo 448249740
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Taschenbuch. Condizione: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Performance Improvement in Health Care Organizations reviews the literature on this important topic and presents a framework that synthesizes the factors associated with successful transformational performance improvement. The model - the Model of Transformational Performance Improvement (TPI) - comprises six key components: (1) determining and communicating a system-level goal, (2) developing and using system-level measures of performance, (3) understanding and managing interdependencies, (4) selecting a portfolio of projects aligned with system-level goals, (5) creating an engine for improvement, and (6) implementing, spreading, and sustaining improvements.Performance Improvement in Health Care Organizations is intended for two audiences: operations management scholars who conduct research on or teach about improvement in health care organizations and clinicians and health care leaders with knowledge about operations management techniques that can be leveraged to improve performance. Section 1 provides an overview of the U.S. health care system, discusses the need for a health care specific framework for improvement, and introduces key operations management concepts relevant for performance improvement. Section 2 presents the Model of Transformational Performance Improvement. The authors also review other models for improvement and compare them to the TPI model. Sections 3 through 8 presents each of the six key components of the model and draws on case studies and empirical research to explain the components in more depth and provide examples of their implementation. Each component is also linked to relevant operations management literature streams. Section 9 examines common barriers to performance improvement that can be avoided by applying the framework and the operations management principles outlined in this monograph. Finally, Sections 10 and 11 provide ideas for future research and offer a conclusion. Codice articolo 9781680831924
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