Afhalen na 1 uur in een winkel met voorraad
Gratis thuislevering in België vanaf € 30
Ruim aanbod met 7 miljoen producten

Afhalen na 1 uur in een winkel met voorraad
Gratis thuislevering in België vanaf € 30
Ruim aanbod met 7 miljoen producten

Winkels

Verlanglijstje

Winkels

Verlanglijstje

Zoeken

Volg ons op

Wist je dat er in Vlaanderen voor iedereen een Standaard Boekhandel is binnen een straal van 7 km?

Zoek een winkel

€ 106,45

+ 212 punten

Levertermijn 1 à 4 weken

Eenvoudig bestellen

Veilig betalen

Gratis thuislevering vanaf € 30 (via bpost)

Gratis levering in je Standaard Boekhandel

Omschrijving

Performance Improvement in Health Care Organizations reviews the literature on this important topic and presents a framework that synthesizes the factors associated with successful transformational performance improvement. The model - the Model of Transformational Performance Improvement (TPI) - comprises six key components: (1) determining and communicating a system-level goal, (2) developing and using system-level measures of performance, (3) understanding and managing interdependencies, (4) selecting a portfolio of projects aligned with system-level goals, (5) creating an engine for improvement, and (6) implementing, spreading, and sustaining improvements. Performance Improvement in Health Care Organizations is intended for two audiences: operations management scholars who conduct research on or teach about improvement in health care organizations and clinicians and health care leaders with knowledge about operations management techniques that can be leveraged to improve performance. Section 1 provides an overview of the U.S. health care system, discusses the need for a health care specific framework for improvement, and introduces key operations management concepts relevant for performance improvement. Section 2 presents the Model of Transformational Performance Improvement. The authors also review other models for improvement and compare them to the TPI model. Sections 3 through 8 presents each of the six key components of the model and draws on case studies and empirical research to explain the components in more depth and provide examples of their implementation. Each component is also linked to relevant operations management literature streams. Section 9 examines common barriers to performance improvement that can be avoided by applying the framework and the operations management principles outlined in this monograph. Finally, Sections 10 and 11 provide ideas for future research and offer a conclusion.