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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 hosp...

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Autores principales: Ghanem, Mohamed, Schnoor, Jörg, Heyde, Christoph-Eckhard, Kuwatsch, Sandra, Bohn, Marco, Josten, Christoph
Formato: Online Artículo Texto
Lenguaje:English
Publicado: German Medical Science GMS Publishing House 2015
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4604740/
https://www.ncbi.nlm.nih.gov/pubmed/26504735
http://dx.doi.org/10.3205/iprs000065
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author Ghanem, Mohamed
Schnoor, Jörg
Heyde, Christoph-Eckhard
Kuwatsch, Sandra
Bohn, Marco
Josten, Christoph
author_facet Ghanem, Mohamed
Schnoor, Jörg
Heyde, Christoph-Eckhard
Kuwatsch, Sandra
Bohn, Marco
Josten, Christoph
author_sort Ghanem, Mohamed
collection PubMed
description 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.
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spelling pubmed-46047402015-10-26 Management strategies in hospitals: scenario planning Ghanem, Mohamed Schnoor, Jörg Heyde, Christoph-Eckhard Kuwatsch, Sandra Bohn, Marco Josten, Christoph GMS Interdiscip Plast Reconstr Surg DGPW Article 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. German Medical Science GMS Publishing House 2015-06-22 /pmc/articles/PMC4604740/ /pubmed/26504735 http://dx.doi.org/10.3205/iprs000065 Text en Copyright © 2015 Ghanem et al. http://creativecommons.org/licenses/by/4.0/ This is an Open Access article distributed under the terms of the Creative Commons Attribution 4.0 License.
spellingShingle Article
Ghanem, Mohamed
Schnoor, Jörg
Heyde, Christoph-Eckhard
Kuwatsch, Sandra
Bohn, Marco
Josten, Christoph
Management strategies in hospitals: scenario planning
title Management strategies in hospitals: scenario planning
title_full Management strategies in hospitals: scenario planning
title_fullStr Management strategies in hospitals: scenario planning
title_full_unstemmed Management strategies in hospitals: scenario planning
title_short Management strategies in hospitals: scenario planning
title_sort management strategies in hospitals: scenario planning
topic Article
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4604740/
https://www.ncbi.nlm.nih.gov/pubmed/26504735
http://dx.doi.org/10.3205/iprs000065
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