HRH Global Resource Center - Health Sector Managers

What Do District Health Managers in Ghana Use Their Working Time for? A Case Study of Three Districts

Thu, 18 Jun 2015 16:39:53 +0000

Ineffective district health management potentially impacts on health system performance and service delivery. However, little is known about district health managing practices and time allocation in resource-constrained health systems. Therefore, a time use study was conducted in order to understand current time use practices of district health managers in Ghana. [from abstract]

Three-Stage Data Envelopment Analysis as a Tool for Nurse Leader Performance Appraisals

Wed, 29 Apr 2015 13:51:16 +0000

This article proposes a performance appraisal based on competency models of leadership for a larger professional group working across several different organizations, yet in similar professional and institutional environments. The empirical data in this article are based on two surveys that were conducted in 15 Slovenian public hospitals. [from abstract]

Challenges of Clinical Leadership in Nigeria

Mon, 09 Feb 2015 17:41:56 +0000

Trending in Nigeria is the conventional view that medical practitioners should look after patients, while administrators look after organizations. Yet several pioneering healthcare institutions have turned this assumption on its head and achieved outstanding performance in the UK and in central Europe. This can be replicated in Nigeria through the adoption of clinical leadership practices and the restructuring of the healthcare system in Nigeria, which has been characterized by strike actions from medical
practioners. [from abstract]

Lean Management in the South African Public Health Sector: A Case Study

Mon, 17 Nov 2014 20:23:54 +0000

This chapter gives an account of one relatively modest but effective intervention in an orthopaedic outpatient clinic at the New Somerset Hospital (NSH) in Cape Town in 2013. This project aimed to reduce patient waiting times in the clinic, and improve patient satisfaction. [from introduction]

The Role of Informal Networks in Creating Knowledge Among Health-Care Managers: A Prospective Case Study

Mon, 25 Aug 2014 13:59:48 +0000

Health and well-being services, in common with many public services, cannot be delivered by a single organisation and require co-ordination across several organisations in a locality. There is some evidence, mostly from other sectors, that middle managers play pivotal roles in this co-ordination by developing networks of relationships with colleagues in other organisations. These networks of relationships, established over time, provide contexts in which managers can, collectively, create the knowledge needed to address the challenges they encounter.

Developing Collective Leadership for Health Care

Mon, 14 Jul 2014 14:23:32 +0000

The [National Health Service] is confronted by radically changing demographic pressures and hugely increasing demands. Alongside these is the need to build public confidence after several high-profile scandals, to increase productivity and to promote innovation in health and social care. This all comes as public sector financial cuts are implemented on a large scale. How can health care organisations respond effectively to these challenges? [from introduction]

Applying Organizational Learning to Health Challenges in the Developing World

Fri, 20 Jun 2014 13:47:25 +0000

In countries that have historically suffered from limited resources and entrenched medical systems – including Egypt, Afghanistan, and Tanzania – or ganizational learning approaches have enabled frontline health managers and their teams to achieve measurable improvements in critical areas such as family planning, HIV/AIDS treatment and prevention, children’s health, and maternal mortality. [from introduction]

Being a Manager, Becoming a Professional? A Case Study and Interview-Based Exploration of the Use of Management Knowledge Across Communities of practice in health-care organisations

Fri, 06 Jun 2014 14:49:10 +0000

This study aims to investigate how NHS middle managers encounter, adapt and apply management knowledge in their working practices and to examine the factors [particularly organisational context, career background and networks of practice (NoPs)/communities of practice (CoPs)] which may facilitate or impede the acceptance of new management knowledge and its integration with practice in health-care settings. [from abstract]

The Role of Informal Networks in Creating Knowledge Among Health-Care Managers: a Prospective Case Study

Fri, 06 Jun 2014 14:43:06 +0000

This study focuses on how health and well-being managers collectively create knowledge. [from introduction]

Health Professionals Facing Burnout: What Do We Know about Nursing Managers?

Tue, 03 Jun 2014 14:02:09 +0000

To address the degree of burnout in nursing managers in hospitals of Western Switzerland, including comparison with medical managers, and its relationship with personal, work-related, and organizational characteristics. [from abstract]