Engage Your Nurses, Clinicians and Patients to Drive Your Hospital
What can we learn from other health systems?
What do the different stakeholders expect from their health system?
How innovative is your hospital?
Which managerial attitudes are not sustainable?
This chapter introduces different health systems and health care costs. Over the past few years a new market-driven orientation of hospitals has taken place. We elaborate on the Kutzin framework to improve efficiencies of health systems and highlight what the different stakeholders can anticipate with regard to a health system. In addition, the expectations of health care users in developing and developed countries are debated. The chapter ends with a questionnaire to investigate how innovative your hospital is and how you can engage in the innovation process.
KeywordsFive forces model Business process Competitive advantage Core competencies Core process Corporate design Corporate identity Corporate image Mission Porter’s value chain Process success of a hospital Value creation Work motivation
References and Further Reading
- Frogner B (2010) Health and economic gains: what is at stake in South Africa’s Health Reform? World Med Health Policy 2(3):25Google Scholar
- Weimann E (2013) Universal health coverage: warrantor for good health service provision. Dtsch Ärztebl 110(3):A-69Google Scholar
- Weimann E, Stuttaford M (2014) Consumers’ perspectives on National Health Insurance in South Africa: using a mobile health approach. JMIR 2(4):8–21Google Scholar
- World Health Organisation (2007) Everybody’s business. Strengthening health systems to improve health outcomes. WHO’s framework for action. World Health Organization, GenevaGoogle Scholar
- World Health Organisation (2013) http://www.who.int/health-accounts/tools/en/
- Worldbank (2013) http://data.worldbank.org/indicator/SH.XPD.TOTL.ZS