BACKGROUND: It is indisputable that hospital administrators especially chief executive officers (CEOs) have been playing more and more significant roles in hospital management since they kind of determine the performance of hospitals as captains do on the ship. Unsurprisingly, the discussion of what excellent hospital managers look like and where they come from is becoming more heated in recent years. Although some countries such as US and UK started hiring non physicians as hospital senior managers last century, aiming to leverage their business skills in order to improve hospital financial performance such as revenue and margins and control operation cost, there is a lack of enough evidence to show they perform better comparing with traditional physician executives regarding successful execution and management. In addition, how to cultivate hospital top managers in a both effective and efficient way is still under the question. OBJECTIVES: To review the citations in order to evaluate physicians as hospital leaders in terms of clinical performance of hospitals, and try to figure out the factors which may be accountable for the manpower planning of hospital managers. METHODS: MEDLINE (OvidSP) and PUBMED were used for systematically selection for key words, and the reference list of the results was also further examined to identify relevant articles. SWOT (strengths, weaknesses, opportunities, threats) analysis on the basis of the data retrieved to illustrate the positive and negative, as well as internal and external factors relevant to physicians as hospital managers. RESULTS: 352 citations in total were searched at the first beginning and 16 articles were covered in this paper. It is agreed that leadership, business acumen, experience, the ability to manage up and down effectively and so on are consisted of the essential hospital CEO’s skill set, as same as CEO’ in other industries. Management education in health care appears to be generally considered crucial and necessary. There is, however, no clear consensus with regard to when in the medical education continuum, how, and for how long managerial education should be provided. MBA or MHA background is not as useful and helpful as we used to consider in terms of physician managers’ career development program. CONCLUSION: There is still a shortage of evidence indicating who is more suitable for the hospital administration position, physicians or non physicians because it is agreed that the standards of assessing hospital performance and accordingly evaluating hospital executives’ performance are still not clear and unified . However, it will be better if hospital managers have dual competencies in both clinical and business fields. Either medical-oriented or business-oriented is insufficient for extraordinary hospital leaders. In addition, the managerial capabilities of medical directors are the key to success. In responds to this consensus, when and how physicians are trained as business managers is critical because it is difficult for non physicians such as MBAs to be educated clinical skills. And thus the timing of education related to business knowledge and skill for physicians and the impacts are twofold. On one hand, “too early” cannot achieve the outcome as good as expected since physicians still lack of enough clinical experience. On the other hand, “too late” will cause the problem that senior clinicians hesitate to change into managers because they have already put a lot of energy and time into clinical work. As a result, role of policy makers in healthcare Human Resource is necessary and vital so as to balance the costs and benefits and to develop an appropriate pathway. These findings could give some hints for the government, to take into consideration whether to invest in better training programs or to enact regulations on manpower planning of hospital executives with aim to gain the further success of hospital management. / published_or_final_version / Public Health / Master / Master of Public Health

BACKGROUND: The healthcare landscape is changing at a pace that traditional management structures are ill equipped to handle. In response to demands for accountability and greater value, service line management (SLM), a popularized concept in the 1980s, has recently gained renewed attention as an organizational tool for improving hospital-physician relationships, coordinating care, and aligning organizational goals, resources, and strategies. OBJECTIVES: The aim is to systematically review the literature on SLM to evaluate its effects on quality and efficiency in healthcare organizations and to identify factors that may affect success. After evaluating its impact and the potential factors affecting success, this paper will explore SLM’s generalizability and applicability in Hong Kong’s public healthcare system. METHODS: Using key words, a systematic search of EBSCO, Medline (OvidSP), ProQuest, and PubMed databases was conducted. The reference lists of the literature were further examined to find more articles. The extracted data was evaluated for strengths, weaknesses, opportunities, and threats (SWOT analysis). This analysis was used to identify and explain the organizational and environmental factors influencing SLM. RESULTS: The initial search yielded 1049 citations. After applying exclusion criteria and reviewing reference lists, 17 articles were identified. The review found that a variety of management structures could be use to achieve organizational objectives. Since each healthcare organization is unique, the structure must be tailored to its internal and external context. Success depends on multiple factors. The internal positive factors or strengths of SLM include enhanced care coordination, communication among staff, multidisciplinary collaboration, leadership, cost finding and planning, integration of information, and greater resource allocation to SLs. The internal negative factors or weaknesses include resistance to organizational change, lack of buy-in among key constituents, lack of internal readiness, inappropriate organizational structures, inadequate leadership skills, difficulties in identifying priority SL, disruptions due to the implementation process, and decreases in funding for non-prioritized areas. Positive external factors or opportunities include the potential for developing a market advantage, identifying improvement areas, enhancing patient safety, and improved public perception. Negative external factors or threats include funding cuts, alterations in reimbursement schemes, advancements in technology, and changes in market forces. CONCLUSION: Despite the hopeful results and discussions presented in the reviewed articles, there is a lack of strong evidence to support implementation and to identify factors affecting success. This is largely due to the variety of ways in which SLM have been implemented and tailored to the diverse organizational and environmental factors. Despite difficulties in comparing various SLs, hospitals and health systems that fully embrace service line management are finding success. Using the service line approach may create opportunities and confer benefits, but it may also disrupt the provision of care. Thus, physicians and managers must consider the positive and negative impacts and implications of SLM before moving forward. / published_or_final_version / Public Health / Master / Master of Public Health

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M.Cur. / By studying the literature, the use of the computer in the administration of health services and a nursing unit in overseas countries, was described. Criteria were set to measure the use of the computer in a South African hospital. The research done, showed that the computer is not used to its full capacity and that the nursing staff has a need for the better use of the computer. Aspects that need attention are the methods of communication, record keeping and the duplication of records as well as personnel administration and the relevant record keeping ...

A Thesis submitted to the faculty of Commerce, Law and Management, University of Witwatersrand, School of Governance in 50% fulfilment for the Master of Management in the field of Monitoring and Evaluation 9 May 2016 / The purpose of the study was to analyse the Supply Chain Management (SCM) approaches used in the Public Hospital Outpatients Pharmacy and compare the findings with successful supply chain practices from other industry sectors. The study of academic literature locates the unavailability of drugs in the public hospital pharmacies to the domino effect of the lack of governance and accountability in the public hospital. The data for the study was gathered from public and private hospitals in Gauteng, and large FMCG manufacturers and retailers. The study finds that the public sector adoption of SCM in the absence of a coherent technology and human resource support environment results in a lack of accountability and coherence across systems. The research study corroborated the view of academics and the interviewees that the unavailability of drugs in the public hospital is a multidimensional problem that has its roots in the lack of governance throughout the drug supply chain. It is a complex manifestation of policy, processes, practices, structure, people, communication and donor funding that contribute to the problem. Resolving the drug availability issues will require the ‘whole supply chain re-engineering’ with the added focus on developing the operational capability and capacity of the actors within the supply chain continuum. / MT2017