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Journal articles on the topic 'Management in the health sector'

Author: Grafiati

Published: 24 April 2022

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1

Chaturvedi, Dr Ramesh Kumar. "Innovative Services and Customer Relationship Management System in Indian Health Care Sector." Indian Journal of Applied Research 4, no. 4 (2011): 290–91. http://dx.doi.org/10.15373/2249555x/apr2014/89.

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2

Russell, Steven, Sara Bennett, and Anne Mills. "Reforming the health sector: towards a healthy new public management." Journal of International Development 11, no. 5 (1999): 767–75. http://dx.doi.org/10.1002/(sici)1099-1328(199907/08)11:5<767::aid-jid617>3.0.co;2-g.

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3

Özkan, Okan, Gamze Bayın, and Gözde Yeşilaydın. "Lean Supply Chain Management In Health Sector." AJIT-e Online Academic Journal of Information Technology 6, no. 18 (2015): 71–94. http://dx.doi.org/10.5824/1309-1581.2015.1.005.x.

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4

Juan D, Lopez, Moreno S, Moreno L, et al. "Business Processes Management Implementation in Health Sector." International Journal of Managing Public Sector Information and Communication Technologies 7, no. 4 (2016): 01–10. http://dx.doi.org/10.5121/ijmpict.2016.7401.

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5

Connelly, Jim. "A realistic theory of health sector management." Journal of Management in Medicine 14, no. 5/6 (2000): 262–71. http://dx.doi.org/10.1108/02689230010362882.

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6

Freund, Deborah A., Peter D. Fox, Willis B. Goldbeck, and Jacob J. Spies. "Health Care Cost Management: Private Sector Initiatives." Journal of Policy Analysis and Management 4, no. 4 (1985): 613. http://dx.doi.org/10.2307/3323777.

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7

Sharma, Parveen. "Knowledge Management in Health Care Sectors." International Journal Of Community Health And Medical Research 2, no. 2 (2106): 1–9. http://dx.doi.org/10.21276/ijchmr.2016.2.2.01.

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8

Sepetis, Anastasios. "Sustainable Health Care Management in the Greek Health Care Sector." Open Journal of Social Sciences 07, no. 12 (2019): 386–402. http://dx.doi.org/10.4236/jss.2019.712030.

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9

Emin Taleh Mammadov, Emin, Hasan Panach Imanli, and Elcin Nizami Huseyn. "ARTIFICIAL INTELLIGENCE PRACTICES IN THE HEALTH SECTOR." NATURE AND SCIENCE 04, no. 05 (2020): 21–29. http://dx.doi.org/10.36719/2707-1146/05/21-29.

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Artificial intelligence is a technology developed to make machines think like humans. Aristotle's historical artificial intelligence entered the health sector in the 1970s. The first application for artificial intelligence in the internist-1 field in health care, the Casnet expert system, and MYCIN. This technology was later introduced to many areas of health care. The main purpose of this application is for the benefit of doctors and patients. In general, applications, medical decisions, early diagnosis and treatment, drug development, and medical imaging issues deserve attention. Another imp

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10

Tabrizi, Jafar Sadegh, Elaheh HaghGoshayie, Leila Doshmangir, and Mahmood Yousefi. "New public management in Iran’s health complex: a management framework for primary health care system." Primary Health Care Research & Development 19, no. 03 (2018): 264–76. http://dx.doi.org/10.1017/s1463423617000767.

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BackgroundNew public management (NPM) was developed as a management reform to improve the efficiency and effectiveness in public organizations, especially in health sector. Using the features of private sector management, the managers of health organizations may try to implement the elements of NPM with the hope to improve the performance of their systems.AimsOur aim in the present study was to identify the elements and infrastructures suitable for implementing NPM in the Iranian health complex.MethodIn this qualitative study with conventional content analysis approach, we tried to explore the

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11

Jabeen, Farhana, Zara Hamid, Wadood Abdul, et al. "Anonymity-preserving Reputation Management System for health sector." PLOS ONE 13, no. 4 (2018): e0195021. http://dx.doi.org/10.1371/journal.pone.0195021.

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12

Byrne, Michael. "Implementing Performance Management in the Irish Health Sector." Health Care Manager 25, no. 2 (2006): 114–21. http://dx.doi.org/10.1097/00126450-200604000-00003.

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13

Stanton, Pauline, Timothy Bartram, and Raymond Harbridge. "People management practices in the public health sector." Journal of European Industrial Training 28, no. 2/3/4 (2004): 310–28. http://dx.doi.org/10.1108/03090590410527681.

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14

Osborne, Stephen P. "Lessons from the health sector for public management." Public Management Review 4, no. 1 (2002): 1. http://dx.doi.org/10.1080/14616670110101654.

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15

Ionescu, Crina-Dana, Emilia Ţiţan, Mihaela Mihai, Daniela-Ioana Manea, and Andra Nechifor. "Solutions for data management in the health sector." Proceedings of the International Conference on Applied Statistics 2, no. 1 (2020): 178–90. http://dx.doi.org/10.2478/icas-2021-0016.

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Abstract The lack of data for many indicators and the existence of significant gaps in the availability and comparability of data is a problem of global interest, felt by all authorities and agencies specialized in data collection, analysis and use. Their objective is to provide data and indicators of good quality, which will help to correctly inform the political decision-makers and to solve the inequalities in the field of health. Thus, this paper aims to provide clear and coherent solutions to a number of problems identified in data management in general, and in data in the medical sector i

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16

Chaudhuri, Swapan Kanti. "Health Sector in West Bengal." Global Business Review 7, no. 2 (2006): 335–58. http://dx.doi.org/10.1177/0972150906007002010.

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17

Singh, Ajay Kumar, Ashutosh Gautam, and Nihalanwar Siddiqui. "Aspects of environment, health and safety at construction." Environment Conservation Journal 14, no. 1&2 (2013): 103–5. http://dx.doi.org/10.36953/ecj.2013.141218.

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The largest segment of workforce in the country belongs to the unorganized sector. The Planning Commission set up a working Group which identified seven sectors namely- agriculture, construction, shops and establishments , beedi and cigar manufacturing , homework, eating places and waste management, as most common in un-organized sector out of which the construction sector is most important. Present paper is an attempt to evaluate the Environmental and Safety aspects of construction sites in India.

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18

Longest, Beaufort B. "Interorganizational linkages in the health sector." Health Care Management Review 15, no. 1 (1990): 17–28. http://dx.doi.org/10.1097/00004010-199001510-00006.

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19

Katuu, Shadrack. "Transforming South Africa’s health sector." Journal of Science and Technology Policy Management 7, no. 3 (2016): 330–45. http://dx.doi.org/10.1108/jstpm-02-2016-0001.

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Purpose The purpose of this paper is to explore the challenges of transforming South Africa’s health sector through the country’s eHealth Strategy and particularly one of its key components, the implementation of an integrated Electronic Document and Records Management System (EDRMS). Design/methodology/approach The study conducted an extensive review of literature and used it as a basis to analyse the challenges as well as opportunities in South Africa’s transformation path within its health sector based on the nation’s eHealth Strategy. Findings South Africa’s health sector faces three main

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20

McIntosh, Bryan, Bruce Sheppy, and Ivan Cohen. "Illusion or delusion – Lean management in the health sector." International Journal of Health Care Quality Assurance 27, no. 6 (2014): 482–92. http://dx.doi.org/10.1108/ijhcqa-03-2013-0028.

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Purpose – There has been considerable interest in the implementation of practices imported from manufacturing into healthcare as a solution to rising healthcare spending and disappointing patient safety indicators. One approach that has attracted particular interest is Lean management and the purpose of this paper is to engage with this topic. Design/methodology/approach – Secondary research. Findings – Despite widespread enthusiasm about the potential of Lean management processes, evidence about its contribution to higher organisational performance remains inconsistent. Research limitations/i

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21

Olsen, Dag H. "Enterprise Architecture management challenges in the Norwegian health sector." Procedia Computer Science 121 (2017): 637–45. http://dx.doi.org/10.1016/j.procs.2017.11.084.

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22

Walt, G. "Health sector development: from aid coordination to resource management." Health Policy and Planning 14, no. 3 (1999): 207–18. http://dx.doi.org/10.1093/heapol/14.3.207.

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23

Brown, Hannah, and Maia Green. "Demonstrating development: meetings as management in Kenya's health sector." Journal of the Royal Anthropological Institute 23, S1 (2017): 45–62. http://dx.doi.org/10.1111/1467-9655.12593.

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24

Nazeer, Sabrina Fathima, Thanuja Ramachandra, Sachie Gunatilake, and Sepani Senaratne. "Emerging sustainable facilities management practices in health-care sector." Journal of Facilities Management 18, no. 1 (2019): 1–19. http://dx.doi.org/10.1108/jfm-10-2019-0056.

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Purpose Health-care (HC) is one of the most polluting industries and recognised as the second energy-intensive sector, emitting 8 per cent out of total 40 per cent of total carbon emissions. Integrating sustainability to facilities management operations is imperative and could significantly contribute to reducing energy consumption, waste and day-to-day operational costs of buildings. The integration of sustainability into FM practices depends on factors such as facility type, organisational scale, business sector and organisation characteristics. This paper aims to explore the SFM practice wi

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25

Tshukudu, Theophilus. "HUMAN RESOURCE MANAGEMENT PRACTICES IN THE BOTSWANA HEALTH SECTOR." Valahia University Law Study 38, no. 2 (2022): 82–89. http://dx.doi.org/10.53373/vuls.2021.38.2.008.

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26

Dzomira, Shewangu. "Governance and financial health risk in an emerging economy’s public sector." Public and Municipal Finance 6, no. 1 (2017): 83–87. http://dx.doi.org/10.21511/pmf.06(1).2017.09.

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Public sector financial health coupled with good governance is an indispensable ingredient of the growth route of any particular nation. The financial health antecedents in the public sector include under-spending of capital budgets, going concern and debt management. The study seeks out to scrutinize governance and financial health in an emerging country’s public sector. The study has been directed by the two theories namely, Agency theory and Stewardship theory. Governance hassles may take place in relation with numerous principal-agent affairs as well as stewardship matters. This study is c

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27

Collins, Charles, and Carol Barker. "Health Sector Decentralization and Management: Developing a District General Policy on Management." Tropical Doctor 31, no. 1 (2001): 11–15. http://dx.doi.org/10.1177/004947550103100104.

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28

Ali Fahem, Neamah, and Abd Ghani Mohd Khanapi. "Adoption of E-Health Records Management Model in Health Sector of Iraq." Indian Journal of Science and Technology 11, no. 30 (2018): 1–20. http://dx.doi.org/10.17485/ijst/2018/v11i30/128724.

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29

Twomey, J., J. Tomkins, T. Theaker, and A. Haycox. "Public sector health resources and management: The evaluation of health promotion expenditure." Public Money & Management 13, no. 1 (1993): 61–64. http://dx.doi.org/10.1080/09540969309387751.

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30

Mitaire Tarurhor, Emmanuel, and Henry Osahon Osazevbaru. "Inventory management and customers` satisfaction in the public health sector in Delta State, Nigeria: marketing analysis." Innovative Marketing 17, no. 2 (2021): 69–78. http://dx.doi.org/10.21511/im.17(2).2021.07.

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This study investigates the effects of inventory management on customers` satisfaction with lead time as a moderator variable in government-owned hospitals in Delta State, Nigeria. It aims to contribute to the extant literature on inventory management and customer satisfaction in developing countries, focusing on Delta State in Nigeria. Two hundred and sixty-five (265) questionnaires were distributed, comprising one hundred and five to measure inventory management variables administered among Medical Doctors, Nurses, Pharmacists, and Medical Laboratory Scientist. Similarly, one hundred and six

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31

Lian, Paul C. S., and Angus W. Laing. "Public sector purchasing of health services: A comparison with private sector purchasing." Journal of Purchasing and Supply Management 10, no. 6 (2004): 247–56. http://dx.doi.org/10.1016/j.pursup.2004.11.005.

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32

Kaur, Jasleen, J. S. Bapna, Nilakantha Bhoi, and O. P. Singh. "Management of Hospital Pharmacy in Private Sector." Journal of Health Management 8, no. 1 (2006): 129–37. http://dx.doi.org/10.1177/097206340500800109.

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33

Motwani, Jaideep, Victor E. Sower, and Leon W. Brashier. "Implementing TQM in the health care sector." Health Care Management Review 21, no. 1 (1996): 73–82. http://dx.doi.org/10.1097/00004010-199602110-00008.

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34

Motwani, Jaideep, Victor E. Sower, and Leon W. Brashier. "Implementing TQM in the health care sector." Health Care Management Review 21, no. 1 (1996): 73–82. http://dx.doi.org/10.1097/00004010-199624000-00008.

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35

Al Yousuf, M., T. M. Akerele, and Y. Y. Al Mazrou. "Organization of the Saudi health system." Eastern Mediterranean Health Journal 8, no. 4-5 (2021): 645–53. http://dx.doi.org/10.26719/2002.8.4-5.645.

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Using existing data, we reviewed the organizational structure of the Saudi Arabian health system: its demography and history, principal health indicators, organization and management, type and distribution of facilities, financial base, and the impact on it of the Haj. We noted duplication of services, inadequate coordination between some health industry sectors, and the need for a more extensive and rational health centre network with improved information systems and data collection. We also noted scope for a greater role for the private health sector and increased cooperation between it and

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36

Thomason, George F. "Human resource strategies in the health sector." International Journal of Human Resource Management 1, no. 2 (1990): 173–94. http://dx.doi.org/10.1080/09585199000000046.

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37

Gunn, Lewis. "A Public Management Approach to the NHS." Health Services Management Research 2, no. 1 (1989): 10–19. http://dx.doi.org/10.1177/095148488900200102.

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This paper considers a public management perspective on management in the public sector. It begins by setting out two contrasting perspectives, those of business management and of public administration. It contends that the present Conservative government has strongly backed a business management approach to the public sector, with the emphasis being placed on the ‘Five Es’ of economy, efficiency, effectiveness, excellence and enterprise. However, it notes the relative neglect of effectiveness in favour of a rather narrow and short-term concern with economy and efficiency. The paper considers

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38

Reddick, Christopher G. "Comparing Public and Private Choices of Managed Health Care Plans: Rhetoric versus Reality." Public Personnel Management 36, no. 3 (2007): 223–45. http://dx.doi.org/10.1177/009102600703600304.

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The rhetoric is that the public sector provides broader coverage and more affordability of health benefits to its employees than the private sector. This study examines the reality of public and private health plans. It focuses specifically on the three types of managed care plans: Health Maintenance Organizations (HMO), Preferred Provider Organizations (PPO), and Point-of-Service (POS) plans. An examination of health care benefits is especially important given the double-digit rise in premiums since 2001. This article first focuses on the literature showing differences in health benefits in t

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39

Worlu, Rowland, Oladele Joseph Kehinde, and Taiye Tairat Borishade. "Effective customer experience management in health-care sector of Nigeria." International Journal of Pharmaceutical and Healthcare Marketing 10, no. 4 (2016): 449–66. http://dx.doi.org/10.1108/ijphm-12-2015-0059.

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Purpose The purpose of this conceptual paper is to introduce the concept of customer experience management (CEM) as a supportive construct in customer loyalty building. In support of Smith and Wheeler (2002) stance, Cronin (2003) argued that organizations should deviate from outdated quality → value → satisfaction → loyalty paradigm to a modern and more flexible paradigm for loyalty building. Design/methodology/approach This paper uses an archival survey of the extant literature to confirm or debunk the position of CEM protagonists within the context of the health-care sector of developing cou

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40

Sundari, K. Naga, and Prof V. Narasimha Rao. "Human Resource Management in Health Care Sector a Conceptual Study." IOSR Journal of Business and Management 19, no. 05 (2017): 13–15. http://dx.doi.org/10.9790/487x-1905041315.

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41

Karamat, Jawad, Tong Shurong, Naveed Ahmad, Abdul Waheed, and Shahbaz Khan. "Barriers to Knowledge Management in the Health Sector of Pakistan." Sustainability 10, no. 11 (2018): 4155. http://dx.doi.org/10.3390/su10114155.

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Knowledge management (KM) is the source for creating a sustainable competitive advantage, and it helps the organizations to retain, develop, organize and utilize their knowledge. Due to globalization, the organizations must maintain their knowledge assets to survive. Many organizations have realized the potential of KM and are applying it. Since the healthcare industry is growing significantly, it is continuously generating a wealth of knowledge. This knowledge can be recorded, communicated and used by many health care professionals with the help of KM. There is a wealth of research on KM in h

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42

Conrad, Lynne, and Pinar Guven Uslu. "UK health sector performance management: Conflict, crisis and unintended consequences." Accounting Forum 36, no. 4 (2012): 231–50. http://dx.doi.org/10.1016/j.accfor.2012.06.001.

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43

Seitio-Kgokgwe, Onalenna Stannie, Robin Gauld, Philip C. Hill, and Pauline Barnett. "Understanding human resource management practices in Botswana’s public health sector." Journal of Health Organization and Management 30, no. 8 (2016): 1284–300. http://dx.doi.org/10.1108/jhom-05-2015-0076.

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Purpose The purpose of this paper is to assess the management of the public sector health workforce in Botswana. Using institutional frameworks it aims to document and analyse human resource management (HRM) practices, and make recommendations to improve employee and health system outcomes. Design/methodology/approach The paper draws from a large study that used a mixed methods approach to assess performance of Botswana’s Ministry of Health (MOH). It uses data collected through document analysis and in-depth interviews of 54 key informants comprising policy makers, senior staff of the MOH and

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44

Kureshi, Nadeem, Faheem Qureshi, and Ali Sajid. "Current health of quality management practices in service sector SME." TQM Journal 22, no. 3 (2010): 317–29. http://dx.doi.org/10.1108/17542731011035541.

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45

Al-Moosa, Nada Hussain, and Nancy Sharts-Hopko. "Using Change Management to Redesign Oman׳s Health Professions Education Sector." Health Professions Education 3, no. 2 (2017): 108–12. http://dx.doi.org/10.1016/j.hpe.2016.09.001.

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46

Sandiford, Peter, George J. Kanga, and Abdullahi M. Ahmed. "The management of health services in Tanzania: A plea for health sector reform." International Journal of Health Planning and Management 9, no. 4 (1994): 295–308. http://dx.doi.org/10.1002/hpm.4740090404.

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47

Turner, Ani, and Paul Hughes-Cromwick. "Connecting U.S. Health Expenditures with the Health Sector Workforce." Business Economics 48, no. 1 (2013): 42–57. http://dx.doi.org/10.1057/be.2012.35.

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48

Hussein, Dana Lateef, and Hiwa Ali Faraj. "Mobile Application for the Education of Diabetes Self-Management." Journal of University of Human Development 2, no. 3 (2016): 482. http://dx.doi.org/10.21928/juhd.v2n3y2016.pp482-489.

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There has been, nowadays, a steady increase in using mobile phone by people worldwide. The mobile technology has an effective role on the civilization and very fast-rising in academic, health and industrial sectors. Mobile phones and internet-based technologies are used in the healthcare sector to strengthen communication between patients and healthcare sector such as Diabetes center. Additionally, the software that is used to for self-management diabetes education, controlling and care of behavioral programs for Diabetes Mellitus. The only advanced solution for deficiency and disproportionate

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49

Bernard Nkala, Charles Mudimu, and Angelbert Mbengwa Mbengwa. "Human resources for health talent management contribution: A case for health systems strengthening in the public health sector." World Journal of Advanced Research and Reviews 9, no. 2 (2021): 192–201. http://dx.doi.org/10.30574/wjarr.2021.9.2.0062.

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Talent Management is an essential component in transforming health systems if carefully implemented for the public sector especially in low income countries. In Zimbabwe public health sector, talent retention and engagement are viewed as amongst the challenges affecting the realisation of effective performance and productivity from the existing Health workforce. Largely, modern health care systems lack robust strategies to identify and utilize employee talent essential to help attain organisational citizenship. The study reviewed the relevancy and effectiveness of talent management practices i

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50

Fabricio Avelino Bispo, Marinilda Lima Souza, and Sergio Pitombo. "Maintenance Management in a Health Care Establishment." JOURNAL OF BIOENGINEERING AND TECHNOLOGY APPLIED TO HEALTH 2, no. 1 (2019): 27–33. http://dx.doi.org/10.34178/jbth.v2i1.52.

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With the accelerated growth of the health area in Brazil, institutions increasingly seek to optimize the operations by leveraging the results and becoming competitive in the market. Ensuring the high availability of infrastructure and assets provides that the organization is a strategic tool to achieve positive productivity results. However, it is necessary to structure the engineering department of the maintenance and correct administration of the flows that integrate the sector to meet the expected results. The use of computerized maintenance control tools helps in the management of environm

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