RESUMO
Materiel managers are making investments every time they authorize capital, supply, or personnel requisitions on behalf of their departments or organizations. While not as formal as external investments in securities or the like, internal investments are even more critical to the organization's success and carry the same fiduciary obligations. Generating an acceptable return is a necessity rather than an option as concerns internal investments; the same formal analysis that is applied to external investments should be extended to internal ones as well. Adopting an investment perspective is a critical first step in seeing internal initiatives as investments and obtaining an appropriate return.
Assuntos
Gastos de Capital/normas , Investimentos em Saúde/normas , Administração de Materiais no Hospital/economia , Tomada de Decisões , Administradores Hospitalares , Papel (figurativo) , Estados UnidosRESUMO
The "race" in hospital operations is increasingly going not to the swift but to those who finish. In this environment, leadership may soon outpace management as the vehicle that inspires slower hospitals over the finish line. The manager as enthusiast is becoming a necessity rather than an option as regards survival of the hospital. Fortunately, hospital managers need only look--really look--inside themselves and their institutions to find the requisite energy for this transformation.
Assuntos
Administradores Hospitalares/psicologia , Satisfação no Emprego , Liderança , Humanos , Motivação , Papel (figurativo) , Estados UnidosRESUMO
An institution's strategic plan can serve as a blueprint on which to build department goals. The authors discuss how they developed a master facilities plan that was closely coordinated with their institution's strategic plan.
Assuntos
Centros Médicos Acadêmicos/organização & administração , Arquitetura Hospitalar , Administração de Materiais no Hospital/organização & administração , Técnicas de Planejamento , Hospitais com mais de 500 Leitos , Relações Interdepartamentais , Modelos Teóricos , Objetivos Organizacionais , PhiladelphiaRESUMO
This article has suggested a model that can provide some consistency and order as hospital managers attempt to find reliable yet palatable means of cutting their institutions' costs. Like any model, it is only as sensitive as the manner in which it is applied; it is a guide rather than a substitute for clear thinking by management. Used in context, however, the model encourages clear thinking when hospital managers might otherwise be tempted to dispose of facts that do not conform to their own theories or, alternatively, find isolated budget solutions that are simple and neat but suboptimal. In the final analysis, thinking clearly is the ultimate model when the order comes to cut costs.