Inpatient management is closely linked to the strategy and to the management and operational regulations of each particular hospital.
A hospital is a living organism. The doctors and support staff are often fully involved in providing care and treatment to patients, which leaves very little for a normal private life, as we usually see in other activity areas. The thrills experienced in the hospital often surpass anything they might experience at home, so many doctors unconsciously see the hospital as „home”. This is the stark reality a responsible manager must consider in managing a hospital, more so as the concept of “patient care” is tested here to its limits.
During the pioneering years of private healthcare — five years ago — the private hospitals were operating either as places of worship for doctors employed in the public system or as small facilities designed for simple medical interventions. The “real” difficult cases continued to be treated in public hospitals by experienced doctors who were reluctant to leave the system. But lately things have changed dramatically. All pathologies, regardless of complexity, can be treated today in private hospitals. Both specialized and general hospitals have sprung up. With the doctors’ mass exodus from the public to the private system the managers’ bargaining power has somewhat diminished, turning from quick, fee-based negotiations to strategic talks that consider future options, technical and medical support, as well as the long-term working conditions.
Throughout the course we will also discuss the organizational differences between a specialized and a general hospital, with a case study exemplifying how doctors, our core resource, can be motivated to work together in the interest of the patient. It is said that inducing a good doctor to work with others is like trying to have a painter use his left hand. We will nonetheless try to find together the best way to create a collaborative work environment in the hospital. We will also have as our guest a hospital manager who, despite a slow start a few years ago, has achieved success.
- Scope of services offered – Different hospital models
- Specialization, sub-specialization, and the impact on beds
- Effective resource utilization
- The role of technology
- Workforce dynamics in patient management
- Measuring and improving performance
- Quality and patient satisfaction
- Measuring clinical outcomes
- Differing pressures and opportunities in different economies
- Further changes in the next 10 years
Tim Elsigood is the CEO of North Africa Hospital Holdings, an investment platform for the improvement of quality and access …
Luca Militello, managing director of the Monza Hospital, took over in 2012 the supervision of the development and expansion project …