Healthcare facility manager and patient rights - legal framework and responsibility. A systemic analysis from the public health perspective.

Healthcare waste management is very important due to its hazardous nature that can cause risk to human health and the environment. In developing countries, healthcare waste has not received much attention and has been disposed of together with municipal waste. The aim of the study was to assess the healthcare waste management practices in Addis Ababa City Administration Public Health Facilities. An institutional-based cross-sectional design was used for the study at Addis Ababa city 15 Public health centres and 3 hospitals. Data were collected using self-administered questionnaires distributed to 636 randomly selected healthcare waste handlers and managers. Observational check list also used. The data were entered into the EPI- INFO version TM 7 and exported to IBM SPSS 20 for analysis. Both descriptive and analytic statistics were employed. Among the respondents, 358 (90.86%) from health centres and 96.38% (133) from hospitals indicated that their facilities had separate containers for hazardous and non-hazardous waste however, 61 (15.48%) from health centres and 29 (21.01%) from hospitals indicated that healthcare waste containers were not clearly marked or labelled. The study found that the main forms of on-site treatment of healthcare waste for health centres and hospitals before disposal were burning. Manager respondents from the health centres 65 (92.86%), 64 (91.43%) and from hospitals 31 (91.18%), 30 (88.24%) indicated that healthcare waste handlers were used protective clothing when handling waste and were provided with protective clothing when handling healthcare waste respectively. In this study healthcare waste management among healthcare waste handlers and healthcare facility managers were not getting full attention. Collection of healthcare waste were not done regularly, containers were not clearly marked and were not located in appropriate areas where they might be needed. Support healthcare waste handlers by training help to improve their knowledge, attitude and practice.

BackgroundHealthcare waste management is very important due to its hazardous nature that can cause risk to human health and the environment. In developing countries, healthcare waste has not received much attention and has been disposed of together with municipal waste. The aim of the study was to assess the healthcare waste management practices in Addis Ababa City Administration Public Health Facilities.MethodsAn institutional-based cross-sectional design was used for the study at Addis Ababa city 15 Public health centres and 3 hospitals. Data were collected using self-administered questionnaires distributed to 636 randomly selected healthcare waste handlers and managers. Observational check list also used. The data were entered into the EPI- INFO version TM 7 and exported to IBM SPSS 20 for analysis. Both descriptive and analytic statistics were employed.ResultsAmong the respondents, 358 (90.86%) from health centres and 96.38% (133) from hospitals indicated that their facilities had separate containers for hazardous and non-hazardous waste however, 61 (15.48%) from health centres and 29 (21.01%) from hospitals indicated that healthcare waste containers were not clearly marked or labelled. The study found that the main forms of on-site treatment of healthcare waste for health centres and hospitals before disposal were burning. Manager respondents from the health centres 65 (92.86%), 64 (91.43%) and from hospitals 31 (91.18%), 30 (88.24%) indicated that healthcare waste handlers were used protective clothing when handling waste and were provided with protective clothing when handling healthcare waste respectively.ConclusionIn this study healthcare waste management among healthcare waste handlers and healthcare facility managers were not getting full attention. Collection of healthcare waste were not done regularly, containers were not clearly marked and were not located in appropriate areas where they might be needed. Support healthcare waste handlers by training help to improve their knowledge, attitude and practice.

Leadership in interProfessional healthcare practice (IPHP): Readiness, roles, and compentencies for healthcare managers and human resource professionals

The needs for health system change and improved patient safety have been pointed out by policymakers, researchers, and managers for several decades. Patient safety is now widely accepted as being fundamental to all aspects of health care. The question motivating this special volume on patient safety is: How can the increased emphasis on patient safety among health care managers be more effectively translated into better policy and reduced clinical risk? The 12 contributions in this volume are divided into four sections: (1) theoretical perspectives on managing patient safety; (2) top management perspectives on patient safety; (3) health information technology (HIT) perspectives on patient safety; and (4) organizational behavior and change perspectives on patient safety. Patient safety is a topic that provides a fertile niche for management researchers to test existing theories and develop new ones. For example, the patient safety goals of reducing medical errors while maximizing health outcomes draws upon the tenets of evidence-based medicine (EBM), as well as the managerial theories of human relations, organizational culture, organizational development, organizational learning, organizational structure, quality improvement, and systems thinking. Indeed, these and other managerial theories are drawn upon and applied in different ways by the various contributors. Overall, the authors of this volume demonstrate that the future of patient safety for health care management requires health care professionals and managers who can successfully engage in multi-faceted projects that are socially and technically complex.

Purpose: Changing market conditions, the continued development of artificial intelligence, the spread of online tools and, of course, technological developments are undoubtedly affecting changes in the management of non-public health care facilities in Poland. These changes also affect marketing activities. The purpose of this article is to try to look, to a small extent, at the introduction of these changes to the management activities of non-public health care institutions and the perception of patients. The premise of the paper is that modern marketing activities undertaken by NZOZs are noticed and positively evaluated by patients. Design/methodology/approach: The study was based on a targeted survey. An author's survey questionnaire was placed on websites available to people in the Silesian region with a request to voluntarily participate in the study. The scope of the topic was presented. The tool of the study was the author's survey questionnaire. The survey lasted from April to June 4, 2025. Responses were obtained from 80 people. Findings: The survey can help managers of non-public health care facilities to identify marketing activities that may be important to patients in choosing a facility. Based on the survey, it was possible to identify activities with a potentially greater impact on patients' decisions to choose a facility. Research limitations/implications: This survey should be expanded to include a much larger number of respondents and from all over the country. The problems of the survey were the relatively, short time allotted for data collection and the poor response from respondents. In the future, the author may be tempted to conduct comparative surveys from further years to try to identify trends emerging in patients' perceptions of the marketing activities of healthcare facilities Practical implications: Assistance to managers of health care facilities. The requirements of a competitive market and legislative measures allow and, in a sense, enforce the application of marketing and marketing management principles in healthcare facilities. There are certain limitations that determine the course of action, but they do not prevent their application. Proper marketing management allows a healthcare facility to increase its competitive advantage and better adapt to the needs of patients, and on a macro scale, to accelerate the development of the healthcare sector. Social implications: Better management of a healthcare facility and the use of modern marketing principles and tools will allow more effective communication of offerings to patients, reduce frustration levels, and can contribute to better use of available resources. Above and beyond this, well-run marketing can contribute to, greater employee engagement and improved customer/patient service. Originality/value: This survey can help managers understand the need to properly apply marketing principles, modernize operations, and highlight the areas best perceived by patients/customers.

Purpose The purpose of this research is to better understand employment barriers into the healthcare facilities management (FM) industry for new FM college graduates. Design/methodology/approach A national survey was distributed to healthcare FM managers and directors to collect information on individual demographics, hiring practices, and opinions of FM college graduates. Designated survey respondents were also contacted for phone interviews. Findings Results indicate that strong homogeneousness demographics, backgrounds, and paths of entry among existing healthcare FM professionals has created an industry bias against candidates attempting to enter healthcare FM from non-traditional sources. The healthcare FM industry's principal source for new talent comes from building trade succession within healthcare organizations. However, continuing to rely on building tradespersons as the main path of entry into the healthcare FM industry may prove problematic. Most existing healthcare facility managers and directors will be retiring within 10 years, yet it is taking more than 17 years of full-time work experience to prepare building tradespersons to assume these roles. Younger professionals are more commonly entering the healthcare FM through the path of higher education. Although few new college graduates enter the healthcare FM industry, they are experiencing similar promotion timeframes compared to other candidate with many years of full-time work experience. Unfamiliarity with FM academic programs, work experience requirements, limited entry-level jobs within small organizations, and low pay also present challenges for new FM college graduates attempting to enter the healthcare FM industry. Originality/value This paper is valuable in establishing major barriers of entering the healthcare FM industry for new FM college graduates. Findings may facilitate development of interventions by healthcare organizations and universities to further open FM academic programs as a sustainable source of new talent to help address healthcare FM attrition.

The role of doctors as health care managers: An international perspective

Health systems in low- and middle-income countries often face severe resource constraints and are implementing reforms to improve accountability and efficiency. Healthcare managers and governance structures are key for the successful implementation of these reforms. This study aimed to examine the implementation of the Direct Health Facility Financing (DHFF), focusing on the perspectives of health facility in-charges and members of Council Health Management Teams (CHMTs). This study employed a cross-sectional web-based questionnaire administered to all heads of public health facilities and members of CHMTs in the Kilimanjaro and Morogoro. First, we analyzed the demographics of healthcare managers, characteristics of health facilities, and the reported implementation of DHFF governance. We then performed multivariate ordered logistic regressions analyses to examine the associations between healthcare managers' perceptions of DHFF implementation, reported changes, and resource allocation changes while controlling for health managers and facility characteristics. 348 health managers participated in the study. 23% of health facility in-charges had received DHFF-related training in the previous 12 months. 76% reported that supportive supervision explicitly includes DHFF considerations. 92% of CHMTs reported a decrease in administrative workload following DHFF implementation, compared to 80% of facility managers. Positive perceptions of autonomy in planning, budgeting and fund management were widespread (88% facility in-charge and 95% CHMTs). Health managers with higher levels of education reported positive perceptions of strong DHFF governance. Urban facilities were more likely to report higher overall DHFF governance. As the number of staff trained in DHFF increased, the positive perceptions of challenges also increased. Facility managers with a university degree perceived a successful impact of DHFF in increasing their financial resources. This study suggests that the implementation of the DHFF was positively received by health facility managers. The DHFF appears to have led to improvements in resource mobilization and financial incentives potentially contributing to overall efficiencies.

The rise of evidence-based clinical practice in health care has caused some people to start questioning how health care managers and policymakers make decisions, and what role evidence plays in the process. Though managers and policymakers have been quick to encourage clinicians to adopt an evidence-based approach, they have been slower to apply the same ideas to their own practice. Yet, there is evidence that the same problems (of the underuse of effective interventions and the overuse of ineffective ones) are as widespread in health care management as they are in clinical practice. Because there are important differences between the culture, research base, and decision-making processes of clinicians and managers, the ideas of evidence-based practice, while relevant, need to be translated for management rather than simply transferred. The experience of the Center for Health Management Research (CHMR) is used to explore how to bring managers and researchers together and promote the use of evidence in managerial decision-making. However, health care funders, health care organizations, research funders, and academic centers need wider and more concerted action to promote the development of evidence-based managerial practice.

Introduction to Health Care Management is a concise, reader-friendly, introductory healthcare management book that covers a wide variety of healthcare settings, from hospitals to nursing homes and clinics. Filled with examples to engage the reader's imagination, the important issues in healthcare management, such as ethics, cost management, strategic planning and marketing, information technology, and human resources, are all thoroughly covered. Guidelines and rubrics along with numerous case studies make this text both student-friendly and teacher friendly. It is the perfect resource for students of healthcare management, nursing, allied health, business administration, pharmacy, occupational therapy, public administration, and public health. Drs. Buchbinder and Shanks have done a masterful job in selecting topics and authors and putting them together in a meaningful and coherent manner. Each chapter of the book is designed to give the student the core content that must become part of the repertoire of each and every healthcare manager, whether entry level or senior executive. Each of the chapters and accompanying cases serve to bring to life what it means to be a truly competent healthcare manager. -Leonard H. Friedman, PhD, MPA, MPH, Professor, Dept of Health Services Management and Leadership, and Director of the Master of Health Services Administration program, George Washington University, School of Public Health and Health Services am very happy with Health Care Management and will be adopting it for a new course that I will be teaching. This is probably the best management text I have seen so far. I was thrilled to receive it. -Sally K. Fauchald, PhD, RN, Assistant Professor of Nursing, The College of St. Scholastica A solid text that covers a wide range of management topics. -Michael H. Sullivan, Director HCA Program, Methodist University, Fayetteville, North Carolina

BackgroundWithin contemporary health care, many of the decisions affecting the health and well-being of patients are not being made by the clinicians or health professionals, but by those involved in health care management. Existing literature on organizational ethics provides insight into the various structures, processes and strategies - such as mission statement, ethics committees, ethical rounds … - that exist to create an organizational climate, which fosters ethical practices and decision-making It does not, however, show how health care managers experience their job as being intrinsically ethical in itself. In the present article, we investigate the way in which ethical values are present in the lived experiences and daily practice of health care management. What does it imply to take up a managing position within a health care institution and to try to do this in an ethically inspired way?MethodWe carried out a qualitative study (Grounded Theory Approach) to explore the essence of values-based leadership in health care. We interviewed 15 people with extensive experience in health care management in the fields of elderly care, hospital care and mental health care in the various regions of Flanders, Belgium.ResultsSix predominant themes, presented as metaphors, illustrate the essence of values-based leadership in health care management. These are: (1) values-based health care management as managing a large garden, (2) as learning and using a foreign language, (3) going on a trekking with an ethical compass, (4) embodying integrity and authenticity in a credible encounter with everyone, (5) being a present and trustworthy leader during sun and storm, and (6) contributing to human flourishing by giving people wings to fly.ConclusionsNotwithstanding the importance of organizing a good ethics infrastructure, values-based leadership in health care entails much more than that. It is about the co-creation of an integrated and comprehensive ethical climate of which community-model thinking and authentic leadership are essential components. As a never-ending process, the six metaphors can help leaders to take substantive proactive steps to shape a fruitful ethical climate within their organization.

Introduction: Organizational professionalism is the set of competencies and behaviors that define professionalism for healthcare organizations. Those organizations have an opportunity to influence the behavior of healthcare workers and managers collectively. The resulting culture could have remarkable effects on patients, staff, and the overall performance and productivity of the organization. This article seeks to explore the concept of organizational professionalism among healthcare managers and administrators, who observe organization-wide practices such as a patient complaint and suggestion system, interaction with patients and their families, and coordination with health professionals on a daily basis, in Ministry of Health and Prevention, in United Arab Emirates. Method: A quantitative descriptive approach was carried out using Administrators Professionalism Survey (APS). The survey was distributed to n=195, n=89 responded (response rate was 46%). Results: The majority of participants were female (83%) and Emirati , (76%), administrators (62%), and of middle age (31–40 years, 48%). The average overall agreement across five professional attributes was 76%. The highest score was for patient engagement (84%) and the lowest was response to community needs (71%). Healthcare managers perceived those attributes slightly higher than did administrators, except for certain domains like patient engagement and daily operation. Around one third of participants (26%) suggested that accountability can be cultivated through organization culture. Conclusion: The perception of organizational professionalism has some variations among administrators who are at leadership positions than none. The author noticed that healthcare managers were more reluctant to agree or were undecided about many statements across all domains. By contrast, administrators were almost sure about their answers and showed more knowledge about daily operations and patient perceptions. Participants defined accountability as part of organizational professionalism as commitment to assigned roles and responsibilities. In addition, they perceived that accountability can be cultivated through leadership. However, they failed to relate accountability to overall hospital roles and responsibilities, which is a required competency for healthcare managers and leadership in the MOHAP.

With the ongoing expansion of the global population and the rising recognition of the environmental consequences resulting from human activities, healthcare organisations are acknowledging the need to fulfil their environmental obligations. This article offers a complete framework for healthcare organisations to develop sustainability plans, with the objective of facilitating the implementation of environmentally conscious Practices. The first section of the Chapter underscores the significance of incorporating sustainability principles into healthcare management, emphasising the potential advantages it may provide to both the environment and public health. The following section delineates primary domains in which healthcare organisations may concentrate their efforts, including the adoption of environmentally friendly Practices inside healthcare facilities, sustainable procurement strategies, effective waste management and recycling systems, the implementation of sustainable healthcare Practices, fostering research and innovation, and actively engaging with the community. This study thoroughly examines each topic, providing a comprehensive analysis of best Practices, case studies, and practical techniques for implementation. Furthermore, it underscores the need of multidisciplinary cooperation, involvement of stakeholders, and evaluation of performance in order to guarantee the effective execution of sustainability initiatives. By incorporating these techniques into their operational framework, healthcare organisations have the potential to decrease their environmental effect, address the consequences of climate change, enhance public health outcomes, and foster a more sustainable trajectory for the future. The chapter finishes by emphasising the significance of ongoing development and the exchange of information in cultivating a culture of environmental stewardship within the healthcare industry. The all-encompassing nature of this approach is a tremendous asset for healthcare executives, managers, and practitioners who are interested in adopting sustainable Practices and improving their organization's commitment to environmental stewardship.

Healthcare managers are increasingly relying on advances in management science to improve service organisation, operations and delivery, with the aim of better serving patients. Acknowledging the unique and specific nature of healthcare, and the associated constraints, this article argues that healthcare managers can learn from recent developments in the field of marketing in order to better understand and serve patients. Theories and concepts in the service marketing and consumer behaviour literature emphasise the need to take the perspective of consumers and co-construct meaningful experiences with them. In addition, marketing theories and concepts such as service-dominant logic, the ‘jobs-to-be-done’ approach and the duality of mind carry implications both in terms of understanding how to interact with patients and how to approach healthcare management in the modern world. Adopting these principles in healthcare management practices can result in a better understanding of the patient journey throughout their healthcare experience.

Health care managers in urban settings have a greater advantage over their rural counterparts when it comes to the needed essential training and logistics such as access to constant information technology and communication media to ensure effective health information management among health facilities. This assumption perceived health care managers in urban settings to have adequate knowledge and practice of health information management compared to their rural counterparts. This study, compared means scores of knowledge and practice of health information management among rural and urban health care managers in 67 conveniently selected government health facilities from 1st February to 10th March 2022 in the Ashanti region of Ghana. The study consisted of 37 (55.2%) urban and 30 (44.8%) rural managers of government health facilities (N= 67). Adequate health information management knowledge levels for rural and urban settings were 36.7% and 34.3% respectively. The level of adherence to good health information management practices for rural and urban were 53.3% and 43.2% respectively. The study revealed no statistical difference in the mean scores for knowledge t(65) = -0.08, p = 0.94 and practice t(65) = -0.59, p = 0.56 of health information management between rural and urban settings. Continuous capacity building tailored to health information management is paramount to ensure adequate knowledge and practice to improve health information practice among health facility managers in both rural and urban settings.