Innovation in health service management: Adoption of project management offices to support major health care transformation

2017 ◽  
Vol 25 (8) ◽  
pp. 657-665 ◽  
Author(s):  
Mélanie Lavoie-Tremblay ◽  
Monique Aubry ◽  
Guylaine Cyr ◽  
Marie-Claire Richer ◽  
Jean-François Fortin-Verreault ◽  
...  
Keyword(s):  
Health Care ◽  
Project Management ◽  
Health Service ◽  
Service Management ◽  
Major Health ◽  
Health Service Management ◽  
Health Care Transformation

Best Practice in Health Care: Confusion and Contribution?

1996 ◽  
Vol 2 (1) ◽  
pp. 3
Author(s):  
Russell Renhard
Keyword(s):  
Health Care ◽  
Health Service ◽  
Service Delivery ◽  
Best Practice ◽  
Service Management ◽  
Health Care Industry ◽  
Community Services ◽  
Care Industry ◽  
Health Service Management ◽  
Degree Of Order

As the health care industry adopts the language of more commercially oriented industries, terms such as best practice emerge in the health literature (Health and Community Services Victoria, 1995). This occurs often without qualification or definition and in different contexts. Consequently, there is a need to develop consistency in the use of such terms and some understanding of the concepts. This discussion revolves around the answers to questions which it is hoped will provide a framework for consistency in the use of the term best practice. As language evolves, meanings change as understanding increases and the context of usage alters. Therefore, it is neither claimed that this analysis is unchallengeable, nor that the definition is absolute. It is simply an attempt to create a degree of order in the debate on best practice; a term which has been used loosely. The two principal questions to be addressed are: what is the meaning of best practice? and is it a concept that has anything of value to offer health service management and service delivery?

Management or leadership?

2002 ◽  
Vol 7 (4) ◽  
pp. 248-251 ◽  
Author(s):  
Keith Grint
Keyword(s):  
Health Service ◽  
Health Services ◽  
Service Management ◽  
Collective Responsibility ◽  
Second World War ◽  
World War ◽  
Health Service Management ◽  
Buying In ◽  
Second World ◽  
Management And Leadership

This article considers the roots of the division between management and leadership, and suggests that the division encourages individuals and organizations to displace responsibility for problems in health services onto others. Given the significant limits to the power of leaders, the difficulty of establishing a science of leadership, and the increasing complexity facing health service management, the problems might appear insurmountable. However, drawing on lessons from the different approaches of the combatants in the infinitely greater complexity of the Second World War, it is suggested that trying to 'manage' the chaos by controlling it, or relying on 'leaders' to solve our problems, or buying in yet more consultants, are deeply problematic strategies; only mass leadership and collective responsibility are likely to solve the problems.

Die Lean Production Philosophie im Health Service Management

2014 ◽  
pp. 361-381
Author(s):  
Alexander Knickmeier ◽  
Stephan Nottmeier ◽  
Sebastian Albers ◽  
Tobias Rabsahl
Keyword(s):  
Health Service ◽  
Service Management ◽  
Lean Production ◽  
Health Service Management
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