Canyon Deon V
Aust J Prim Health. 2013;19(3):244-9. doi: 10.1071/PY11133.
This paper reports on an investigation into five risk prevention factors (technology, people, organisational structure, culture and top management psychology) to inform organisational preparedness planning and to update managers on the state of health care services. Data were collected by means of a 10-question, cross-sectional survey of key decision-making executives in eight different types of 75 health care organisations. Many organisations were found to have deficient risk prevention practices and allied health organisations were considerably worse than health organisations. Forty per cent of hospitals and chiropractic practices had out-dated or poor technology. Results on organisational culture and structure found that many executives associate these factors with risk prevention, but none of them appreciate the relationship between these factors and crisis causation. Gaps and areas for improvement are identified and a change in top management attitude is recommended to address resource allocation and implement appropriate risk prevention systems and mechanisms. Reactive managers need to increase their awareness of risks in order to become capable of preventing them. Proactive managers are those who invest in risk prevention.
本文报告了对五个风险预防因素（技术、人员、组织结构、文化和高层管理心理）的调查，以指导组织的防范规划，并向管理人员通报医疗服务状况。数据通过对75家不同类型的8种医疗保健组织的关键决策高管进行的一项包含10个问题的横断面调查收集。发现许多组织的风险预防措施存在缺陷，联合健康组织比健康组织情况更糟。40%的医院和脊椎按摩疗法诊所技术过时或较差。关于组织文化和结构的调查结果表明，许多高管将这些因素与风险预防联系起来，但他们中没有人认识到这些因素与危机成因之间的关系。确定了差距和改进领域，并建议高层管理人员改变态度，以解决资源分配问题，并实施适当的风险预防系统和机制。被动的管理人员需要提高对风险的认识，以便能够预防风险。主动的管理人员是那些投资于风险预防的人。
