Strategic Planning In Hospitals Research Articles

Listening to the patient voice: using a sentic computing model to evaluate physicians’ healthcare service quality for strategic planning in hospitals

Online physician reviews (OPRs), also known as electronic word of mouth, have become the primary source of information for patients while making health consultation decisions. However, different techniques to analyze these reviews by machines have not been frequently applied yet in this domain. In this study, a novel method for opinion mining is being proposed to fill the existing research gap, that is, a hybrid approach to sentic computing. This approach integrates artificial intelligence and semantic web techniques to implicitly analyze OPRs in order to evaluate patient perceptions of healthcare service quality. We develop our methodology by using the following three main tasks: (1) sentence-level topic spotting (a topic-analysis procedure) to extract major topics, (2) a sentic computing framework to perform concept-level sentiment analysis (polarity detection on the categorized sentences), and (3) root cause and strengths, weaknesses, opportunities, and threats (SWOT) analyses to identify SWOT for healthcare organizations. Analyses results of 47,499 OPRs from the UK-based website (Iwantgreatcare.org) show that the proposed hybrid approach has accurately classified concept words to their corresponding topics, and it has also outperformed the similar other methods of topic extraction in the healthcare domain. The results also indicate that the proposed approach can better contribute to the overall performance analyses for healthcare organizations, which could help practitioners in improving service-quality measures based on the real voices of patients. The proposed model also provides a theoretical basis for formulating quality measures for the healthcare sector.

Emergency Department Visits for Pediatric Firearm Injuries by Trauma Center Type.

This study aimed to characterize pediatric visits to emergency departments (EDs) for firearm injuries and examine differences by trauma center type. Analyses included all patients younger than 19 years from the National Trauma Data Bank, years 2009 to 2014. Trauma centers were categorized as adult, mixed adult and pediatric, or pediatric based on certification level. Baseline characteristics were compared between subgroups using χ2 tests. Multivariable logistic regression was used to examine risk of death. Of 466,403 pediatric ED visits, 21,416 (4.6%) resulted from a firearm injury. Most firearm injuries were treated at an adult (64.9%) or mixed trauma center (29.1%) and involved patients that were male (87.1%), in the 15- to 18-year age group (83.2%), and black or African American (61.3%). Most visits were for injuries resulting from assault (78.1%), followed by unintentional (12.6%) and self-inflicted (4.7%) injuries, undetermined intent (3.7%), and legal intervention (0.8%). Patients visiting EDs for firearm injuries had more than 7 times the odds of dying compared with patients with other injuries (odds ratio, 7.30; 95% confidence interval, 6.82-7.72), and firearm injuries were responsible for more than a quarter (26.1%) of the total pediatric deaths in the National Trauma Data Bank (n = 2866). Assault-related injuries resulted in the most deaths (n = 2010; 70.1%), but the case fatality rate was highest for self-inflicted (n = 453; 44.6%). We identified more than 20,000 firearm-related ED visits by pediatric patients from 2009 to 2014, averaging nearly 10 visits per day. Findings from this study can inform strategic planning in hospitals focused on preventing firearm injuries in children and adolescents.

Management strategies in hospitals: scenario planning.

Background: Instead of waiting for challenges to confront hospital management, doctors and managers should act in advance to optimize and sustain value-based health. This work highlights the importance of scenario planning in hospitals, proposes an elaborated definition of the stakeholders of a hospital and defines the influence factors to which hospitals are exposed to. Methodology: Based on literature analysis as well as on personal interviews with stakeholders we propose an elaborated definition of stakeholders and designed a questionnaire that integrated the following influence factors, which have relevant impact on hospital management: political/legal, economic, social, technological and environmental forces. These influence factors are examined to develop the so-called critical uncertainties. Thorough identification of uncertainties was based on a “Stakeholder Feedback”. Results: Two key uncertainties were identified and considered in this study: the development of workload for the medical staff the profit oriented performance of the medical staff.According to the developed scenarios, complementary education of the medical staff as well as of non-medical top executives and managers of hospitals was the recommended core strategy. Complementary scenario-specific strategic options should be considered whenever needed to optimize dealing with a specific future development of the health care environment. Conclusion: Strategic planning in hospitals is essential to ensure sustainable success. It considers multiple situations and integrates internal and external insights and perspectives in addition to identifying weak signals and “blind spots”. This flows into a sound planning for multiple strategic options. It is a state of the art tool that allows dealing with the increasing challenges facing hospital management.

An Integrative Health Information Systems Approach for Facilitating Strategic Planning in Hospitals

This article presents a framework for developing strategic information systems (SISs) for hospitals. It proposes a SIS formulation process which incorporates complexity theory, strategic/organizational analysis theory, and conventional MIS development concepts. Within the formulation process, four dimensions of SIS are proposed as well as an implementation plan. A major contribution of this article is the development of a hospital SIS framework which permits an organization to fluidly respond to external, interorganizational, and intraorganizational influences. In addition, this article offers a checklist which managers can utilize in developing an SIS in health care.

Strategic planning in hospitals in two Australian states: an exploratory study of its practice using planning documentation.

Hospitals are under pressure to respond to new challenges and competition. Many hospitals have used strategic planning to respond to these environmental changes. This exploratory study examines the extent of strategic planning in hospitals in two Australian States, New South Wales and Victoria, using a sample survey. Based on planning documentation, the study indicated that 47% of the hospitals surveyed did not have a strategic or business plan. A significant difference was found in the comprehensiveness of the plans between the two States. Plans from Victorian hospitals had more documented evidence of external/internal analysis, competitor orientation and customer orientation compared with plans from New South Wales hospitals. The paper discusses the limitations of the study and directions for future research.

The operations management role in hospital strategic planning

AbstractAlthough there is a wealth of research on operations management and strategic planning in hospitals, there has been little if any research on the integration of these two issues. Hospital administrators are being pressured to improve the quality of services and to curb costs ‐ two primary themes within the field of operations management. This leads us to wonder to what extent operations are considered within the strategic planning process and what impact it may have. By surveying the literature, we identify a pattern in hospital management research, and identify articles which address the operations capabilities of quality, flexibility, delivery and cost control. These articles can serve as a springboard for research in hospital operations strategy, an area that is largely neglected in the literature. We also provide examples of how hospitals are addressing operations capabilities, and conclude with implications for hospital administrators and a research agenda for researchers.

Strategic planning in hospitals

Strategic planning in hospitals

Strategic planning in hospitals: A review and proposal

Hospitals face increasing levels of financial and organizational pressures each year. Hospitals are urged to adapt to these pressures via strategic planning, but the empirical evidence on this technique is limited. This article addresses these issues.

Strategic planning in hospitals: applications to nursing administration.

Strategic planning in hospitals: applications to nursing administration.

Strategic planning for hospitals— A health-needs approach

This paper presents a strategic planning approach which provides methods for analysing hospitals in relation to their environment and for assessing their community dependency. Hospitals must not only focus on their clienteles but must also plan their future in relation to the needs of their constituency while taking into account the other elements of the health services network. The proposed approach also takes into account the need for all the actors concerned with the future of the hospital to become involved through an active-reactive- adaptive process.

Strategic planning in hospitals: winning the war for survival.

Strategic planning in hospitals: winning the war for survival.

Strategic Planning in Hospitals

Strategic planning has been used in business to strengthen competitive position and improve overall performance. This method of analysis also offers nurse executives a way to increase management effectiveness by matching departmental strengths with environmental opportunities. A strategic planning method developed for application by nurse executives at the departmental level is presented.

Strategic planning for hospitals under regulation

Strategic planning for hospitals under regulation

Strategic planning for hospitals under regulation

Long-range strategic planning has replaced facility or “master” planning for today's hospitals. Effective strategic planning features a shift from manufacturing- to marketoriented planning, while managers must realize that planning is a political exercise and an integral part of management.