Introduction
This chapter provides an overview of previous research on the importance of management in the hospital. For the success of any healthcare organization, management is a crucial aspect. Good management requires leaders dedicated to caring for the safety of the patient (PRICE-DOWD, 2022). In a hospital setting, and like any other business setting, the customer becomes the heart of the business. Therefore, good management should make sure that the customer is satisfied. Also, the administration should observe medical ethics to avoid discrimination, gender inequality, and healthcare inequity (Campos et al., 2019). The literature review examines the recent research on the impact of patient safety or management in management professionals. It will also examine the impact of management styles on performance and the benefits and challenges of management in healthcare to improve patient outcomes. The following section is the definition of the terms.
Definition of terms
Patient safety– Patient safety prevents adverse effects and errors to the patient associated with healthcare.
Patient outcomes– Patient outcomes are the results of the client’s healthcare, including maintenance of patient safety, patient functional status, and patient satisfaction.
Service quality is a term used in healthcare for effective, safe, timely, and efficient care.
Management attitudes– this is the management point of view. For example, a good management attitude motivates workers, increasing production and customer satisfaction.
Healthcare equity– According to IOM, health equity is assuring equal access to high-quality health care regardless of a patient’s income or racial background
Recent Research on the Impact on Patient Safety of Engaging Management Professionals
Researchers Keskinocak and Savva (2020) investigated the management of healthcare and its effects to the success of the facility. Clinic process management is an important part of hospital administration. Legally and morally, hospital managers are required by law and morality to ensure that all patients receive the best possible treatment. Managers have a major impact on workplace safety (Figueroa et al., 2019). Managerial attitudes and efforts have also been evaluated in studies to see if they impact hospital safety and healthcare quality improvements. Only a small portion of what health care administrators do to improve facility operations is known. There are numerous departments within the healthcare system, and hospital administration is responsible for determining the priorities and providing strategic direction. For the administration to guarantee that care is patient-centered, egalitarian, and safe, hospital managers must be involved in the process. An absence of research has made it difficult to grasp the link between hospital management and numerous facets of patient care.
Another significant research that connects with the importance of management in the hospital was conducted by Cafferkey et al. (2019). The author claims that Human resources management (HRM) research has traditionally focused on HR activities’ content and packaging, as reported mostly by managers. Using employee data, this article examines the spread of HR processes as an indicator of the strength of the HR system. Here, Cafferkey et al., 2019, look at how HRM system distinctiveness, consistency, and consensus affect employee affective commitment and how the climate in human connections and climate in internal processes have a mediating or moderating effect. However, the results from a Malaysian sample of 585 workers from various organizations validate the fundamental predictions. These findings well support human resource management strategies and a process-oriented approach. In addition, they shed light on Malaysia’s understudied and non-Western settings.
Kiljunen et al. (2021) investigated remote leadership in healthcare. The study aimed to study remote leadership in healthcare systematically. The author suggests that his degree of remote work has increased in hospital settings. The author was able to map existing reviews of literature and research themes of remote leadership. However, they could identify the potential gap used for future studies. Healthcare leadership is an important aspect that most one cannot ignore. In remote areas, most people who live in these places are the disadvantaged people financially, or they are elderly and tired of the urban lifestyle (Terkamo‐Moisio et al., 2022). Without the best management under place, there would be no healthcare equality or equity. Leaders control operations in hospital settings and hence provide safe and quality healthcare. The research had limitations due to limited data in remote leadership healthcare (Barn et al., 2017). The topic needs more research in the future with more overage on the relevant populations, contexts, and identified themes.
A descriptive study by Mao & Woolley (2016) discusses how hospital teamwork maximizes inclusive collaboration, collective intelligence, and open communication. It is important to note that good management in a hospital supports collaboration and teamwork to ensure the success of operations. Although teams can accomplish more than anyone could alone, it is especially important in cross-disciplinary teams to use the wide range of available skills, knowledge, and capacities. The article focuses on the review of research in organizational behavior to give light on what constitutes a collectively intelligent team. Moving beyond merely having clever people on a team, we emphasize the significance of thinking about how those people can effectively communicate and coordinate with each other. Furthermore, Mao & Woolley (2016) emphasize the necessity of two communication processes: ensuring that team members with relevant information (1) speak out when their expertise can be beneficial and (2) influence the team’s work to do the best for the patient satisfaction.
The hospital management must understand how to interact across disciplinary boundaries since the stakes are high, and working together effectively needs more than just ensuring that team members are knowledgeable people. Team members, particularly those in leadership roles or with greater status, should aggressively solicit input to ensure that all team members are heard (Terkamo‐Moisio et al., 2022). They should also be role models for expressing appreciation for different knowledge from all sources to guarantee that team members’ input—regardless of who the team member is—is considered and utilized in the team’s work. Such teams will be able to take advantage of their experience, avoid mistakes, and give high-quality care to their patients.
Sibbel & Urban (2001) examine hospital management’s importance using agent-based modeling and simulation. When it comes to assisting hospitals’ financial and organizational planning processes, traditional modeling approaches (mostly derived from technologically inclined application domains) have shown to be increasingly ineffective (Campos et al., 2019). There are several causes for this, but one of the most important is a lack of attention to human behavior and decision-making. The author demonstrates how people may integrate agent technology into current modeling methodologies to overcome the challenge in this study. Present techniques for economic evaluation and procedure control cannot consider (and answer) problems regarding simulation models of intelligent entities with the plausibility they do with current approaches.
According to Sibbel & Urban (2001), hospitals have been a tool for research in industrial management. Therefore, the only determining factor for a hospital’s success is a well-integrated effective, and efficient management that combines quality with economic goals. This research connects with this research topic in this way—the author advocates for an effective management system that values quality in the hospital by prioritizing better approaches. Therefore, the hospital’s success will depend on the choice and decision of the management team.
Impact of Management Styles on Performance
A project by Pestana et al. (2020) involves the construction of dashboards to monitor information obtained from a healthcare organization to support decision-makers. Health information systems have been developed that include key performance indicators (KPIs), to help hospital management manage their everyday operations. However, current literature does not offer enough ideas for performance displays that could benefit hospital stakeholders. Hospitals and managers both require access to product information to increase access to services, and this research addresses both of these issues. The DSR technique was used to design and assess the productivity dashboard. Stakeholders from a large Portuguese hospital helped improve the dashboard’s design until it became a viable decision-making tool. Moreover, monitoring productivity requires additional research, and the dashboards on these topics are useful assets in the monitoring and subsequent decision-making processes, it was determined.
Sfantou et al. (2017) researched whether there is an association between healthcare quality measures and leadership Styles. Contemporary evidence-based medicine and nursing are widely considered tools for establishing high-quality healthcare organizations. Leadership is of critical importance for strengthening the integration of care. Leadership has been defined as the relationship between who is leading and those being led. On the contrary, leadership refers to behavior directed towards a common goal. There are many identified leadership styles, but six types are more common: transformational, task-oriented, transactional, autocratic, relationship-oriented, misses-faire, and task-oriented leadership (PRICE-DOWD, 2022). Sfantou et al. (2017) however, did find the relationship between leadership to be strongly connected to the quality of care and associated measures.
Transformational leadership is characterized by creating relationships and motivation among staff members. Transformational leaders typically inspire confidence and respect among staff and communicate loyalty through a shared vision leading to increased productivity and happiness, providing job satisfaction (Ratna, 2019). In transactional leadership, the leader acts as a manager enabling change through exchanges with employees resulting in productivity improvements. An autocratic leadership style is considered an ideal in emergencies because the leader makes all decisions without considering the opinion of staff who bear the blame for mistakes. Laissez-faire leaders do not make decisions; staff act without direction, but there’s a “hands-off” approach which results in rare changes made by the leader. Task-oriented leaders plan work activities, clarify roles within a team or group of people, and set objectives with continual monitoring.
Benefits and challenges with the aim of ultimately improving patient outcomes.
A qualitative study conducted by Alkhawlani (2020) discusses how Organizations can benefit greatly from crisis management, which helps them deal with crises as they go about their daily business. The research is conducted in Yemen. Hospitals are run by healthcare organizations that, in this context, are responsible for managing crises in the hospital settings. The research suggests that to avert or at least mitigate the crisis’s effects, selecting the right leadership and making appropriate decisions are the most difficult challenges. Decision-making is used to evaluate how transformational leadership style, organizational culture, and crisis management are intertwined in healthcare organizations (Kiljunen et al., 2021). The research also examines a crisis communication plan to see if it affects crisis management in the country. A self-administered questionnaire was used to conduct a cross-sectional study among 281 big private Yemeni organizations. Researchers analyzed data using Amos v25 for structural equation modeling.
The study results revealed a strong correlation between crisis management and transformational leadership style, crisis communication approach, and decision-making. On the other side, there was no direct correlation between corporate culture and crisis management. Both the transformational leadership style and company culture significantly influenced the decision-making. The research shows that the relationship between transformational leadership style, organizational culture, and crisis management was mediated by decision-making, which was significant. Results from this study have practical consequences for managers and policy makers in hospitals, and they emphasize the importance of elements that enhance crisis management. In particular, the study successfully indicates that the transformational leadership style can potentially communicate their passion, high power, and inspirational drive to their subordinates, leading to improved interaction amid crises (Kiljunen et al., 2021). It is also important to note that the first response strategy of crisis communication can significantly impact its effects.
In the current world, hospitals face a variety of challenges, including a shortage of qualified staff, shifting consumer expectations, tight budgets, an increase in the number of people seeking medical attention, an obligation to provide more affordable care, and concerns about the quality and safety of health care as a whole (Daly et al., 2014). Efforts to improve healthcare management at the hospital are dependent on effective governance. The role of leadership in the clinical setting emerges from this complex literature. Scholarly publications and government reports have repeatedly emphasized the significance of strong clinical leadership in fostering a health care system that provides high-quality, cost-effective care. As a result of recent investigations, commissions, reports, clinician participation, and clinical leadership have been emphasized. Daly et al. 2014 in their study discuss clinical leadership in health care, analyze and synthesize published definitions of clinical leadership, and describe what characteristics and attributes are needed to be an effective medical leader. They also examine how hospital care can benefit from effective clinical leadership. While the value of competent clinical leadership for patient outcomes is well acknowledged, there are still significant hurdles to clinical leadership engagement. Future efforts should focus on addressing these barriers, to improve the quality of clinical leadership in-hospital care.
All NHS organizations have the challenge of cultivating cultures that promote the provision of consistently better treatment that is also safe and compassionate (West et al., 2015). For an organization to thrive, it must have a strong leader who can inspire and motivate others. What do we know about health care leadership? Clinical and management experts from the King’s Fund and the Center for Creative Leadership (CCL) have joined forces with the FMLM and The King’s Fund to conduct a systematic evaluation of the available research on the topic of leadership development (West et al., 2015). The author of the document provides a summary of the findings of that investigation. According to the review, the most effective leadership behaviors may be found at all levels of analysis (individual, team, board, and national), with a description of the leadership task. For example, the leadership test ensures commitment, alignment, and direction with teams and organizations.
Moreover, every individual should manifest their commitment to the organization by prioritizing and taking responsibility to ensure its success. The management should not focus on individual success, alignment, effective integration, and coordination of the work. Individual leadership in health services continually emphasizes high quality, compassionate, safe care as the top priority. In this matter, hospital management ensures a team climate of positivity, team efficacy, characterized optimism, and good humor in the hospital setting.
According to Daly et al. (2014), the hospital sector’s challenges with the workforce, expectations of patients, and fiscal constraints have been a cause for concern. Leadership is crucial to the improvement of care quality across hospital contexts. Numerous sources outline the characteristics and qualities required of an effective leader. They are overcoming barriers such as clinical leadership in hospitals that focus on facilitators and barriers to effective leadership to improve quality. Strategies have not been formulated yet, but they are planned to address potential obstacles that impede effective clinical leadership overall (Campos et al., 2019). Today’s hospitals face a variety of challenges, including a shortage of qualified staff, shifting consumer expectations, tight budgets, an increase in the number of people seeking medical attention, an obligation to provide more affordable care, and concerns about the quality and safety of health care as a whole. Efforts to improve healthcare management at the hospital are dependent on effective governance. The role of leadership in the therapeutic setting emerges from this voluminous literature. There is no doubt that strong clinical leadership is critical to creating a high-quality health care system that consistently offers safe and efficient care.
Clinician involvement and clinical leadership are now widely recognized as essential for improving patient safety and quality of care. In this discursive paper, Daly et al. (2014) discuss clinical leadership in health care, synthesize the literature to describe the characteristics, and consider published definitions of clinical leadership. Also, the author discusses the qualities or attributes, and qualities, required to be an effective clinical leader and discusses the facilitators and barriers to effective clinical leadership in the hospital sector. While the value of competent clinical leadership for patient outcomes is well acknowledged, there are still significant hurdles to clinical leadership engagement. The management must address these issues in future strategies to improve the standard of hospital clinical leadership, t. Good hospital management comprises effective leaders who are selfless and willing to provide safe and quality care. This literature connects with the research topic as it provides the ultimate description of a healthcare leader in hospital settings.
Parand et al.; (2014) conducted a review of the literature to identify the activities, engagement, and time spent by hospital managers on quality of care. The article’s authors suggest that there is a moral and legal obligation on healthcare managers to provide the highest quality of patient care while also making efforts to do so. These managers can mandate policy, processes, procedures, and organizational cultures. As a result, many people believe that healthcare executives play an essential role in ensuring the quality and safety of patient care and that this should be a top priority for them. These requests for Boards to assume responsibility for quality and safety outcomes have been made. When bankers went into recession, one-piece cautioned hospital administrators that they could follow in their footsteps because of their lack of risk awareness and unwillingness to take responsibility. In several countries, high-profile attention to management failings in hospitals that impair quality and safety has resulted in strong instructions for national-level executive leadership for quality.
The small amount of research that has been done reveals that managers’ time, involvement, and work can impact clinical outcomes, processes, and performance that are high in quality and safety (Campos et al., 2019). Organizational activities that affect quality performance, such as developing goals and strategies to enhance care, engaging in quality, promoting QI culture, handling resistance, and procuring organizational resources for quality, are particularly highlighted in this research. ‘Actions that could improve quality include establishing the Board Quality Committee, a quality performance assessment report, a dashboard that includes national benchmarks for quality and safety, and infrastructure for staff-to-manager interactions on leadership. However, in the study samples, many of these agreements were not in place. Additionally, there are signs that managers need to spend more effort on quality and safety issues. Findings reveal that some boards allocate less time to the board than the recommended 20%–25%, despite numerous studies recommending this amount of time. It is necessary to conduct a further empirical study to understand better managers’ real activities in light of the substance of the articles. In addition, research is needed to explore the attitudes of non-managers and the time and activities of senior managers outside the Boardroom. As part of our effort to help managers understand how they may influence quality performance, we propose the IPO model for quality management. This advice could benefit from more rigorous empirical research that uses objective outcome metrics.
There isn’t a stable health care system anywhere globally, and all systems will undergo significant change during the next two decades (Tabish, 2005). The author researched the challenges and strategies of healthcare management. Welfare states in developed countries are reaching their limits, and old approaches and tools for cost containment are running out as consumers become more sophisticated and demanding. The rise of the middle class, increased demand from that middle class, and the globalization of economics are all driving change in the developing world. Hospital services face a major challenge in rising expenses or the need to make significant adjustments to become more efficient. The cost of caring for and treating the elderly and the ‘strain’ that such treatment places on hospital services always come up in more discussions. In light of the rising number of older patients and the increasing severity of their infirmities, there is a consensus that hospital care will become increasingly necessary and that only a small portion of this can be provided by in-home care. Elderly patients occupy a significant part of the acute-care hospital beds. Asking patients who have received care from a certain service about their experiences with it is a powerful technique to determine whether or not the quality of that care is reasonable. In this case, it’s not just a matter of pleasing the customer but also ensuring that the reputation of the service and providers are protected. Patients who are happy with their caregivers are more inclined to participate. Thus it’s critical that they are as satisfied as possible. They are more inclined to follow the advice they have received (Diviani et al., n.d). They are managing your time effectively. The concept of time is a frame of reference that helps us make sense of the occurrence and progression of events in our lives. Nothing else can be controlled until the time is managed properly. Administrators should pay particular attention to time since it costs money to an organization—efficiency pays off. Problem-solving methods are mirrored in the time-management process.
The article suggests that Multidisciplinary training for hospital administrators is essential, as is the necessity for effective management and skilled administrators. Good policies, authority, and timely and efficient health treatment are all responsibilities of the hospital administrator (Abe et al., 2022). They should be able to do all three. Invoking interdisciplinary participation and relating planning to current and future needs should be the planner’s goal. They should be in charge of ensuring that the hospital has a solid relationship with the local community (Ratna, 2019). The hospital must have public support to function effectively and build trust in the community. The best administrators are those who have served in the military.
Another study by Wellington, 2019 investigates how the hospital administration manages legal medicine in the facility. This is another way of ensuring that there is no medical error or any procedure involving medicine does not hurt the patient. Many health care management elements fall under the law’s purview (Wellington, 2019). Patients, employees, and hospitals all have their sections inside this chapter. The author covers medical administrators’ responsibilities to patients and current tort law developments under the heading of patients. Consent (including human tissue donation), advance directives for care, end-of-life difficulties, and treatment withdrawal are only some of the many ethical and legal challenges medical administrators face. The article also addresses the Charter of Human Rights’ impact on Victoria’s public hospitals and the question of wills and testamentary ability. Public hospital medical indemnity, health professional registration and credentialing, the complexity of industrial health relationships, and prospective implications on the impending national occupational safety and health uniform regulations are all discussed in detail under the heading of staff. The ramifications of the new national health reforms and the significance of the present National Healthcare Agreement are discussed in hospitals.
Along with concerns related to the coroner’s court and statutory immunity, the author also examines qualified privilege and immunity. Healthcare commissions, current whistleblowers legislation, and government rules that control procurement in public hospitals are examined. At the end of the book, the author provides a brief overview of the applicable legal framework regarding medical records.
According to Gaudine et al. (2010), a 2008 survey and two previous surveys done in Canada in 1989 and 1984 are compared to see how hospital clinical ethics committees (CEC) have changed over the past two decades. CEC’s organization, operation, and perceived accomplishments and ideas concerning areas with which CEC should be involved were all assessed in a survey of all Canadian hospitals with 100 or more beds (Gaudine et al., (2010). At least part of these were acute care facilities. In the study sample, 85 percent of hospitals had CEC, compared to 58 percent and 18 percent, respectively, in 1989 and 1984. The large range in committee size and makeup has persisted throughout time. Over time, CEC meetings have become increasingly routine and official. In 2008, the focus of CEC operations shifted away from policy and procedure advice and more toward meeting the needs of ethical education and counseling and support rather than being advisory. The scope of CEC’s work needs to be further defined to satisfy the demands of hospitals in Canada and other countries. However, more research is needed on the real outcomes to patients, families, health professionals, and organizations from the work of these committees to justify the enormous time committee members contribute to this endeavor.
Management in a healthcare facility is one thing that many healthcare professionals admire. They want to lead and see some things done differently for the benefit of One of the many advantages of calling one’s job “profession” is the opportunity to influence public discourse, such as that currently taking place over health care reform in the United States (Campos et al., 2019). They are labeling an occupation as “professional,” which often increases its social and economic standing and legitimacy, increasing its influence (Gaudine et al., 2010). This article explores the current state of the profession of hospital administration in light of the relevant literature. Collegial qualities, knowledge base, and service orientation are all considered while evaluating the management of a healthcare facility. According to the findings, much more work needs to be done before hospital management can be regarded as a legitimate career path.
As a whole, hospital management is always changing and evolving. A deep understanding of the health care industry is becoming increasingly important in light of recent changes in the law and the ongoing reform debate. Hospital administrators must get this information, yet the position lacks autonomy because it represents the interests of an organization rather than an individual. Hospital administrators will not be considered professionals until they are seen as experts in their own right.
On the other hand, changing political winds could lead to the de-professionalization of the profession. Perhaps, as noted above, the rising complexities of the health care field and the necessity of establishing strong community ties have pushed hospital management further along the continuum of the profession. If the United States eventually adopts a single-payer health care system, the administrative responsibilities may shift in the future. They could eliminate the need for knowledge of ideas like managed care or community benefit standards if the government dominates the health care reimbursement system. As an alternative, hospitals may hire administrators with public affairs or government relations experience, redefining the job and making many of the already institutionalized norms obsolete.
Regardless of where health policy goes, it’s critical to keep tabs on how the profession stacks up against the most institutionalized professions’ key indicators from time to time to better grasp its place within it. Because of the many advantages of professional status, such an investigation is more than just an academic exercise (Gaudine et al., 2010). While it is increasingly difficult to define a profession, the health administrator’s function within the professional domain allows one to recognize occupational priorities and identify the work and efforts that need to be done.
Clinical provider outcomes and payment reform have focused on most national programs to improve health care quality (Cronin et al., 2018). This connection has yet to be examined in depth despite the importance of leadership in driving quality improvement… Our goal was to evaluate the relationship between hospital boards, management techniques of front-line managers, and quality of care delivered by analyzing data gathered from surveys in the United States and England. Cronin et al. (2018) discovered that patients received better care at hospitals with more efficient management techniques. The second finding was that hospitals with higher-rated boards of directors had better-performing management teams. Finally, the author discovered two distinguishing characteristics of effective hospital boards and administration. Clinical quality was better monitored in hospitals where the board of directors paid more attention to it. Additionally, Cronin et al. (2018) found that hospital administrators who employed clinical quality measurements more effectively had better results in achieving targets and running the hospital as a whole. People could identify new priorities for enhancing care delivery from these data, which shed light on the dynamics between boards, front-line management, and quality of care (Cronin et al., 2018).
Kabene et al., 2006 conducted a study to examine the global health care system and the significance of (HRM) in enhancing patient health outcomes and providing healthcare services. The article’s authors discovered that the interaction between human resources management and health care is exceedingly complex, especially when seen from a global viewpoint. Some of the research’s primary issues point to the necessity of addressing human resources management to improve the healthcare industry.
Human resource management in health care systems in Canada, the United States, Germany, and several developing nations was briefly addressed. The primary stakeholders in the Canadian healthcare system, including provincial governments, the federal government, physicians, nurses, and other allied healthcare workers, have evaluated their goals and motivations. Canadian health care could undergo a dramatic overhaul to establish a two-tiered system as one option being investigated. Health care reform in the United States is currently dealing with several challenges, and management could explore several examples of human resources management in action. Some of the human resource consequences of the physician shortage have been discussed in Germany’s health care system. A major concern in developing countries is the movement of health care providers to more affluent regions and countries, resulting in rural residents of developing countries having difficulty accessing proper medical treatment.
For any health care program to be successful, it is necessary to have a thorough awareness of the human resources management challenges involved. Additional efforts in human resources are needed in many healthcare systems, and a more detailed study is needed to develop new policies and practices for people worldwide.
Conclusion
If one wants to succeed in business, one must have good management abilities. In the healthcare industry, inadequate management can mean the difference between life and death for patients (Cronin et al. 2018. A hospital’s and its employees’ need for professional upkeep and specialized training cannot be overstated, so healthcare management skills are crucial (Abe et al., 2022). The above-examined sources provide extensive knowledge on managing a hospital in terms of crisis or challenge. Many departments need to be managed by health care managers in hospitals. As a result, they need to be able to come up with creative solutions to a variety of complex problems to keep the hospital running and profitable (Gaudine et al., 2010). The global health system has entered a new and more complex phase. New services increase the burden on all healthcare system levels, including front-line workers. Management must stay abreast of new technology and modernize healthcare services to meet the needs of an increasingly diverse and aging population (Parand et al., 2014). There could be a global crisis if we don’t access this cutting-edge technology. To ensure that a high standard of patient care is always maintained, managers must be accountable and willing to go above and beyond their regular duties (West et al., 2015). Managers play a significant role in the healthcare industry because of this. Because of their competence in business and medicine, they serve as an essential & trusted link between them. As a result, a medical service that people can rely on results from a strong relationship between hospital staff and patients.
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