LO in Hospitals LO22714

Gavin Ritz (garritz@xtra.co.nz)
Thu, 23 Sep 1999 14:47:16 +1200

Replying to LO22702 --

Dear Bruce

I am about to do a HRM system for a hospital now. The answer to your
dilema is an interesting one, I do not think an LO route is practical. The
key with a hospital is to find the key drivers and then look at what is
called the QQT/R approach. Quantity, Quality Time within specific
resources. You can link all the resources but doctors are often not
employees, some are though and nurses have their own bodies which look at
competence. Another key with a hospital is lateral accountabilites and
authority which is totally different to a business. eg the infection
control can order a doctor to stop doing what he or she is doing. Each
person in a hospital has the above (tasks) QQT/R's these can be refined to
deliver the hospitals output. These QQT/R's then include all the hospitals
quality, control, resources, procedures, limits etc.


Bruce Jones wrote:

> In searching for an appropriate topic for a class paper, I decided on the
> development of an LO in the healthcare environment, specifically
> hospitals. I see how it can be done in the business aspects, since
> hospitals are organized as business. What I am wondering about is the
> clinical role of a hospital. Is it possible to take a hierarchical, skills
> intensive, knowledge focused environment and apply LO principles? If so
> does this lead to a schizophrenic organization? Most health care workers
> (direct patient care) are already schizophrenic. They deal with their
> emotions, patient's emotions, doctor's emotions, and fellow employee's
> emotions in some highly intense situations. This is the reason for burn
> out in most medical environments. Would making a hospital an LO add to or
> relieve this problem?


Gavin Ritz <garritz@xtra.co.nz>

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