by Kwok Mei-Choi, Fanny, Lam Ngan-Ying, Phoebe. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1989. / Bibliography: leaves 47-48.

The study explores the management of patient complaints at a private hospital in Taiwan (i.e. the Case Hospital). The case study aims to identify factors which influence the response of the hospital to patient complaints and whether it incorporates information derived from patient complaints in its quality improvement efforts. The study was conducted in two stages. The first stage was a cross-institutional comparison of quality management systems between a hospital in Britain and a hospital in Taiwan. The study explored how these hospitals managed patient complaints and whether they took such feedback into account in reviewing priority of services. The second stage included a detailed case study of the hospital in Taiwan (the Case Hospital), exploring the hospital???s responses to patient complaints, along with the factors which may have influenced these responses. The study was designed to triangulate data through the use of a multi-method approach to derive converging or diverging empirical evidence from a variety of data sources. Data were obtained through interviews with hospital senior managers, a senior social worker, government officials, and managers of non-government organisations. A questionnaire survey was administered to managers, and the Critical Incident Technique (CIT), along with observation, was applied, as well as analysis of documents. Principally, this study adopts the techniques of thematic analysis (Lincoln and Guba, 1985a) with an interpretivist approach to analyse the empirical data. The results of the study indicate that although the Case Hospital appeared to be concerned about patients??? complaints, it did not respond in a systematic way to the messages received. Hospital managers appeared to merely attempt to pacify complainants while ignoring the underlying causes of their complaints. It was evident that there were no protocols in place as to how staff should handle complaints, and as a result, the hospital was failing to use the information about systemic problems provided by patient complaints to make any sustainable quality improvement. In other words, whilst the Case Hospital was attempting to resolve patient complaints on a case-by-case basis (doing things right for the patient, or in the terms of Argyris (1990), using ???single-loop??? learning), it was not reviewing or acting on these complaints as a collective group to identify systemic problems and deficiencies (doing right things, i.e. ???double-loop??? learning). The study found that the organisational response to complaints was influenced by features of the complaints and institutional attributes. Features of complaints affected the response pathways to complaints, such as patients??? status, the severity of complaints, and the nature of complaints. In terms of systemic features, the organisational response to complaints was influenced by the interaction between managerial factors (e.g. organisational structure and organisational culture), operational factors (e.g. documentation and communication), and technical factors (e.g. complaints handling techniques and information systems). The values of the top hospital management have been recognised as a powerful influence on these factors. Generally, results show that although the Case Hospital tends to take action to address individual complainants, there was no evidence of sustainable quality improvement within the organisation as a result of complaints data. The study recommends that if the hospital intends to use patient complaints to improve quality of clinical care, a ???double-loop??? learning strategy should be adopted within the organisation. This study also argues that governments need to take more responsibility and demand more accountability from hospitals, in terms of complaints handling. The individual hospital would thus be able to respond to patient complaints in a systemic way. Hospitals need to be more accountable when using patient complaints to drive quality improvement in the future.

published_or_final_version / Public Administration / Master / Master of Social Sciences

The study explores the management of patient complaints at a private hospital in Taiwan (i.e. the Case Hospital). The case study aims to identify factors which influence the response of the hospital to patient complaints and whether it incorporates information derived from patient complaints in its quality improvement efforts. The study was conducted in two stages. The first stage was a cross-institutional comparison of quality management systems between a hospital in Britain and a hospital in Taiwan. The study explored how these hospitals managed patient complaints and whether they took such feedback into account in reviewing priority of services. The second stage included a detailed case study of the hospital in Taiwan (the Case Hospital), exploring the hospital???s responses to patient complaints, along with the factors which may have influenced these responses. The study was designed to triangulate data through the use of a multi-method approach to derive converging or diverging empirical evidence from a variety of data sources. Data were obtained through interviews with hospital senior managers, a senior social worker, government officials, and managers of non-government organisations. A questionnaire survey was administered to managers, and the Critical Incident Technique (CIT), along with observation, was applied, as well as analysis of documents. Principally, this study adopts the techniques of thematic analysis (Lincoln and Guba, 1985a) with an interpretivist approach to analyse the empirical data. The results of the study indicate that although the Case Hospital appeared to be concerned about patients??? complaints, it did not respond in a systematic way to the messages received. Hospital managers appeared to merely attempt to pacify complainants while ignoring the underlying causes of their complaints. It was evident that there were no protocols in place as to how staff should handle complaints, and as a result, the hospital was failing to use the information about systemic problems provided by patient complaints to make any sustainable quality improvement. In other words, whilst the Case Hospital was attempting to resolve patient complaints on a case-by-case basis (doing things right for the patient, or in the terms of Argyris (1990), using ???single-loop??? learning), it was not reviewing or acting on these complaints as a collective group to identify systemic problems and deficiencies (doing right things, i.e. ???double-loop??? learning). The study found that the organisational response to complaints was influenced by features of the complaints and institutional attributes. Features of complaints affected the response pathways to complaints, such as patients??? status, the severity of complaints, and the nature of complaints. In terms of systemic features, the organisational response to complaints was influenced by the interaction between managerial factors (e.g. organisational structure and organisational culture), operational factors (e.g. documentation and communication), and technical factors (e.g. complaints handling techniques and information systems). The values of the top hospital management have been recognised as a powerful influence on these factors. Generally, results show that although the Case Hospital tends to take action to address individual complainants, there was no evidence of sustainable quality improvement within the organisation as a result of complaints data. The study recommends that if the hospital intends to use patient complaints to improve quality of clinical care, a ???double-loop??? learning strategy should be adopted within the organisation. This study also argues that governments need to take more responsibility and demand more accountability from hospitals, in terms of complaints handling. The individual hospital would thus be able to respond to patient complaints in a systemic way. Hospitals need to be more accountable when using patient complaints to drive quality improvement in the future.

Thesis (M.A.)--University of Hong Kong, 1987. / Also available in print.

Call centres have been described as an enabling resource for enhanced customer service, as a cost saving strategy, and a combination of both. Call centres are people intensive, resource demanding environments with complex management challenges. The call centre industry is growing rapidly and South Africa is fast becoming a desired destination for outsourced call centres. The purpose of this study is to explore the perceptions of outsourced call centre management specifically regarding their roles and challenges experienced when executing their daily activities. This study contributes to the understanding of the challenges outsourced call centre managers encounter and provide suggestions to help address major challenges faced in relation to effective call centre management. The methodology used was of a qualitative nature as data was gathered through semi-structured interviews. Inductive reasoning was applied in this study. The call centre managers were purposively selected for the study based on their experience within the industry. The data gathered was transcribed, coded and organised into themes, categories and sub-categories. The study had five objectives and once analysed the following results were obtained: profiles of call centre management was determined, people management surfaced as a major challenge for call centre managers, numerous strategies are in place to deal with challenges, however they are limited due to company policies, cost efficiency was not the main reason organisations outsource their call centres and finally call centre managers perceive their roles to be the overall responsibility of the call centre, its employees and performance. The results revealed that scientific management principles and continuous improvement are major focus areas within the call centre environment. This is mainly driven by the fact that outsourced call centres have contractual obligations that need to be met otherwise they face financial penalties. The findings also revealed that being a manager in an outsourced call centre today is a dynamic and challenging task with many pressures both internally and externally. The study recommends that outsourced call centre managers be empowered and supported by the relevant support divisions as they assume a great responsibility while operating in a dynamic environment and they play a pivotal role in ensuring the success of outsourced call centres. The main limitation of this study is that it relies on outsourced contact centres situated in the Gauteng area that only services one telecommunication organisations customer queries limiting the ability to generalise to other populations. / Business Management / M. Tech. (Business Administration)

This study sought to make a detailed discussion of state liability for police action with specific reference to the case of Minister of Police v Rabie 1986 (1) SA 117 (A). The historical development of state liability was traced from Roman-Dutch Law, through English Law up to and including South African Law. The major part of this work has been devoted to an indepth discussion of the case of Minister of Police v Rabie 1986 (1) S.A. 117 (A), which is the modern locus classicus on state liability for police action in South Africa. In this case the risk principle appears to have been expressly incorporated into South African law. This is the principle which postulates that the injured party should be compensated even if there was no fault on the part of the wrongdoer. During the course of this study a brief discussion of case law that followed the Rabie decision was also made. The risk principle adopted in the Rabie case was rejected and subjected to severe criticism, These decisions suggested the application of the traditional standard test which places emphasis on the question of whether the policeman's acts were done within the course and scope of his employment. The case of Minister of Law and Order v Ngobo 1992 (4) SA 822 (A) was even bold enough to reject the principle on the basis that it is controversial and untried. The drastic inroad made by certain sections of the Constitution of the Republic of South Africa Act 200 of 1993 into this field of study was also acknowledged. It was submitted that in the light of this new law, the members of the police force as protectors of individual rights will in future have to be carefully chosen, screened, trained and constantly supervised in order to minimise the number of claims against the state based on damages. It was finally accepted that in so far as the test for vicarious liability is concerned, the Appellate Division in Ngobo 's case has, by reverting to the application of the traditional standard test, overruled its previous decision in the Rabie case. It was submitted that an uncertainty in the law has been created by these conflicting decisions and legislative intervention is therefore warranted. / Criminal & Procedural Law / LL. M. (Administrative Law)

Bakgrund: I mötet med vården upplever många patienter att kommunikationen och bemötandet brister. Den nya Patientlagen är avsedd för att förbättra situationen. Patientklagomål som har skickats in till patientnämnden kan hjälpa till att förstå faktorer och hinder som finns och vilka delar av Patientlagen som behöver implementeras bättre för att förbättra kvalitet av vården för alla. Syfte: Att granska klagomål om kommunikation inkomna till en patientnämnd vad gäller bakgrundsfaktorer bland patienterna, analysera anmälningarna utifrån Patientlagens bestämmelser samt undersöka vilka åtgärder de har lett till. Metod: En empirisk studie med beskrivande design med en kvantitativ ansats användes. Materialet samlades in från en patientnämnds databas i Sverige. Alla ärenden som handlade om kommunikation på ett sjukhus i Mellansverige och som kom in under 2015 inkluderades. Resultat: I de flesta fall anmälde patienten själv (72,7 %) händelsen och de var ofta kvinnor (61,7 %). Medelåldern på de som anmälde var 44 år. Det verksamhetsområde som gav flest anmälningar var ortopedi (13,7 %). Anmälningarna visade problem med att uppfylla Patientlagens kapitel om inledande bestämmelser, information, samtycke och delaktighet. Patientnämnden hade kontakt med vården i över hälften av fallen samtidigt som en femtedel av anmälningarna inte ledde till någon åtgärd. Slutsats: I vården finns det brister på hur Patientlagens krav uppfylls för till exempel information, samtycke och delaktighet. Mer uppmärksamhet borde ges till att utveckla fungerande kommunikation mellan vården, patienten och anhöriga. / Background: There is a lot of room for improvement in how patients experience their communication with the health care providers. The new Patient Law is intended to improve the situation. Patient complaints that are submitted to the Patient Advisory Committee can help to understand the factors and barriers that exist and which parts of the Patient Law that need more implementation to make health care better for all. Objective: This study examined complaints about communication that had been sent in to one Patient Advisory Committee in Sweden. From the complaints the study examined who makes the complaint (patient/relative, gender and age), in which care unit most of the complaints occur in and to which paragraphs of the Patient Law the complaint could be classified into. Finally the study examined what measures had been taken because of the complaints. Method: An empirical study with descriptive design with quantitative approach was used. The complaints were gathered from one Patient Advisory Committees database. All complaints concerning communication in one hospital in Sweden that were sent in during 2015 were included. Results: In the majority of all cases the patient reported the complaints themselves (72,7 %) and they were mostly women (61,7 %) The average age of those whom the complaints were about was 44 years. The care unit that got most complaints was orthopedics (13,7 %). The reports showed problems implementing Swedish Patient law’s chapter on initial regulations, information, consent and participation. The Patient Advisory Committee had contact with the health care providers in over 50 % of the cases but in 20 % of the cases the complaints did not lead to any measures. Conclusion: There are a lot of deficiencies in adhering to the Patient Laws requi,,rements for instance for information, approval and participation and more attention should be given to developing a well-functioning communication between the health care personnel, the patient and the relatives.

No description available.

Call centres have been described as an enabling resource for enhanced customer service, as a cost saving strategy, and a combination of both. Call centres are people intensive, resource demanding environments with complex management challenges. The call centre industry is growing rapidly and South Africa is fast becoming a desired destination for outsourced call centres. The purpose of this study is to explore the perceptions of outsourced call centre management specifically regarding their roles and challenges experienced when executing their daily activities. This study contributes to the understanding of the challenges outsourced call centre managers encounter and provide suggestions to help address major challenges faced in relation to effective call centre management. The methodology used was of a qualitative nature as data was gathered through semi-structured interviews. Inductive reasoning was applied in this study. The call centre managers were purposively selected for the study based on their experience within the industry. The data gathered was transcribed, coded and organised into themes, categories and sub-categories. The study had five objectives and once analysed the following results were obtained: profiles of call centre management was determined, people management surfaced as a major challenge for call centre managers, numerous strategies are in place to deal with challenges, however they are limited due to company policies, cost efficiency was not the main reason organisations outsource their call centres and finally call centre managers perceive their roles to be the overall responsibility of the call centre, its employees and performance. The results revealed that scientific management principles and continuous improvement are major focus areas within the call centre environment. This is mainly driven by the fact that outsourced call centres have contractual obligations that need to be met otherwise they face financial penalties. The findings also revealed that being a manager in an outsourced call centre today is a dynamic and challenging task with many pressures both internally and externally. The study recommends that outsourced call centre managers be empowered and supported by the relevant support divisions as they assume a great responsibility while operating in a dynamic environment and they play a pivotal role in ensuring the success of outsourced call centres. The main limitation of this study is that it relies on outsourced contact centres situated in the Gauteng area that only services one telecommunication organisations customer queries limiting the ability to generalise to other populations. / Business Management / M. Tech. (Business Administration)