Benjamin S, Seaman M
Ministry of Health, State of Bahrain.
Health Care Superv. 1998 Sep;17(1):62-71.
This article discusses management and organizational development lessons learned as the result of an innovative primary health care project (Sitra Project), sponsored by the Ministry of Health, Bahrain. The improvement models commonly referred to as continuous quality improvement (CQI) and human performance technology (HPT) were applied to effect significant improvement in a number of control variables while maintaining or reducing operational costs. The most important lessons are that improvement can be made through CQI and HPT; that participation, empowerment, and accountability are the foundation of success; organizational decisions must be based on relevant data; strategic commitment of top management must underpin improvement must underpin improvement efforts; turfism and threats to power and status can derail change efforts; and the future will always remain uncertain.
本文讨论了作为巴林卫生部发起的一个创新型初级卫生保健项目（西特拉项目）的成果而吸取的管理和组织发展经验教训。通常被称为持续质量改进（CQI）和人力绩效技术（HPT）的改进模型被应用于在维持或降低运营成本的同时，在多个控制变量方面实现显著改进。最重要的经验教训是，可以通过CQI和HPT实现改进；参与、赋权和问责是成功的基础；组织决策必须基于相关数据；高层管理人员的战略承诺必须支撑改进工作；本位主义以及对权力和地位的威胁可能会使变革努力脱轨；而且未来总是充满不确定性。
