West T D
Iowa State University, Ames, USA.
J Health Care Finance. 1998 Fall;25(1):46-58.
Health care organizations throughout the country are facing increasing pressure to improve their quality of care while reducing cost. This article describes a model of organizational change and develops a change readiness matrix that managers can use to benchmark their organization's performance on three dimensions: (1) change readiness, (2) quality improvement, and (3) cost management. The model and the matrix combine to offer managers a framework for pursuing organizational change and operational innovation within their organization. A survey methodology is used to compare VA hospitals (n = 44), for-profit hospitals (n = 108), and nonprofit hospitals (n = 449) on the three performance dimensions. The results indicate that Veterans Administration hospitals react differently than either for-profit or nonprofit hospitals on these dimensions. However, responses from for-profit and nonprofit hospitals were not significantly different from each other. Additional insights are presented into how hospitals in general can facilitate the organizational change process.
全国各地的医疗保健机构都面临着越来越大的压力，需要在降低成本的同时提高医疗质量。本文描述了一种组织变革模型，并开发了一个变革准备矩阵，管理者可以用它来衡量组织在三个维度上的绩效：（1）变革准备情况，（2）质量改进，以及（3）成本管理。该模型和矩阵相结合，为管理者提供了一个在组织内部推动组织变革和运营创新的框架。采用调查方法，对44家退伍军人管理局医院、108家营利性医院和449家非营利性医院在这三个绩效维度上进行比较。结果表明，退伍军人管理局医院在这些维度上的反应与营利性或非营利性医院不同。然而，营利性医院和非营利性医院的反应彼此之间没有显著差异。文中还提供了关于医院总体上如何促进组织变革过程的更多见解。
