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Logistics management operationalised in a healthcare context

Understanding care chain effectiveness through logistics management theories and systems theory

Healthcare improvements is constantly relevant and an important topic. Healthcare is frequently being called upon to be more cost-efficient and still fulfil demands regarding waiting times, quality and availability. Experience from structural changes in other contexts gives reason to be positive about the potential for logistics improvements in the healthcare sector as well. From a logistics perspective patients pass different care functions, units, organisations and health facilities. It is assumed that logistics management knowledge applied in healthcare can lead to lower costs, shorter waiting times, better patient service, shorter treatment times and increased capacity. This dissertation therefore presents an exploration of how logistics management theories can be operationalised in a healthcare context to understand care chain effectiveness. Theoretically, the operationalisation is done by systems theory creating compatibility between logistics management theories and the healthcare context. As a first step, features for a logistics system forms features for achieving care chain effectiveness. High care chain effectiveness is thus a desired condition and the care delivery system is the tool to achieve it. As the final step in the operationalisation the features for care chain effectiveness are in turn used to analyse today’s practices. Empirically, the research is based on qualitative data from a single case study with multiple units of analysis. It includes four care units at one of Sweden’s university hospitals, where the data is gathered through interviews, insight into management systems and document analysis. One of the main results is the 21 areas identified for analysing today’s practices by means of features for care chain effectiveness. Another main result is the four important concepts revealed through the operationalisation: Lead time - the episode of care from order to delivery as the amount of time for patient cases between first contact with healthcare and the last.Patient order fulfilment - fulfilment of patients’ needs, broken down into several smaller steps performed over time within different care units in one or several organisations, consisting of five sub-processes - order handling, diagnosis, treatment, follow-up, and discharge.True demand – patients’ needs that is to be met and thus sets what care to deliver, i.e. the production plan and the subordinate resource plan.System boundaries - defines which care units to include when focusing on the care delivery system’s performance as a whole and should be more important than the performance and productivity of each individual care unit. A number of direct suggestions for care chain improvement can also be found in the concluding remarks, for example that objectives linked to economic influx or penalty narrow the system and that lead time data on an aggregated level is needed to cover episodes of care. The theoretical contribution of the dissertation is to the field of logistics management through the methodological development of using these theories in a new context. The managerial contribution is to healthcare managers through providing opportunities to improve care chains primarily by means of a greater understanding of care delivery systems.

Understanding care chain effectiveness through logistics management theories and systems theory Malin Wiger ... Systems Several terms are used around the concept of systems, for example systems approach, system theory, systems analysis, ...

Enterprise Management Control Systems in China

This book provides an exhaustive view of China’s Management Control Systems (MCS), examining the development of theory and practice and presenting a framework that integrates China’s unique enterprise regulations, corporate culture and managerial mindset into management control systems. The work offers detail about the effects of China’s economic reforms on management control in Chinese enterprises and insightful comparisons with Western theory and Western examples. Readers will discover important themes and the evolution of theory in MCS, including discussions of frameworks and the links between management control and economics, management, accounting, cybernetics and system theory. Early chapters explore management control in Chinese enterprises during the period, especially the demands of (guidance, enforcement and external regulation) and the demand for (stakeholders, managers, investors) management control. The work moves on to explore Western management control theory and research, including an examination of the evolution of internal control theory. The author presents detailed perspectives on the elements of management control systems and introduces masterful new ideas and methods through four general control models and ten critical elements in the management control process. A view of management control in various different types of enterprise is presented, from special enterprises and small to medium enterprises to non-profit organizations. The standards for enterprise management control are explored. This work is a valuable practical guide for corporate management teams who wish to develop and execute their own internal control strategies. It will also provide foreign researchers, policy-makers and practitioners with a new perspective on Chinese management control experiences.

approach, cooperative social systems approach, sociotechnical system approach, decision theory approach, systems approach ... These approaches play the similar important guidance role in studying management control theories and methods, ...

Project Management

A Systems Approach to Planning, Scheduling, and Controlling

The landmark project management reference, now in a new edition Now in a Tenth Edition, this industry-leading project management "bible" aligns its streamlined approach to the latest release of the Project Management Institute's Project Management Body of Knowledge (PMI®'s PMBOK® Guide), the new mandatory source of training for the Project Management Professional (PMP®) Certificat-ion Exam. This outstanding edition gives students and professionals a profound understanding of project management with insights from one of the best-known and respected authorities on the subject. From the intricate framework of organizational behavior and structure that can determine project success to the planning, scheduling, and controlling processes vital to effective project management, the new edition thoroughly covers every key component of the subject. This Tenth Edition features: New sections on scope changes, exiting a project, collective belief, and managing virtual teams More than twenty-five case studies, including a new case on the Iridium Project covering all aspects of project management 400 discussion questions More than 125 multiple-choice questions (PMI, PMBOK, PMP, and Project Management Professional are registered marks of the Project Management Institute, Inc.)

2.1 GENERAL SYSTEMS MANAGEMENT Organizational theory and management philosophies have undergone a dramatic change in recent years with the emergence of the project management approach to management. Because project management is an ...

Management Systems in Education

The systems approach is model oriented. ... In the systems approach a key concept is the identification of many alternatives. ... in effect, among the terms systems approach, systems analysis, systems management, and systems theory.

Key Account Management in Business-to-Business Markets

An Assessment of Its Economic Value

Stefan Wengler provides a well founded answer to the question of the economic value and shows the need for the implementation of key account management. He presents a comprehensive, but easy-to-handle decision-making model that supports the decision on the most efficient key account management organization for individual companies. In addition, he gives a comprehensive overview on the key account management conception and its controlling tools.

Instead, the focus needs to be on the more advanced organization theory approaches like the systems approaches,” i.e. the resource dependence approach and the network approach,” and the new institutional approaches, i.e. transaction ...

Project Management in Construction

As with all previous editions of Project Management in Construction, this sixth edition focuses on systems theory as the approach suitable for organizing and managing people skilled in the design and completion of construction projects. It discusses the many competing paradigms and alternative perspectives available, for example in relation to differentiation and integration, as well as the emerging study of temporary organizations and its relevance to construction project management. Whilst encompassing the need to develop further theoretical aspects of construction project organization theory, this edition has also enhanced the application of organization studies to practical issues of construction project management. More emphasis has been placed on the added complexity of construction project management by issues surrounding clients and stakeholders, and the control and empowerment of project participants. Additional focus has been placed on sustainability issues as they impinge on construction project management, on reworked views on supply chain management and on developments in partnering, together with clarification of the shifting terms and definitions relating to construction organization structures and their uses.

He then goes on to apply systems thinking to four types of social theory identified as the functional, interpretive, emancipatory and postmodern systems approaches. Jackson's work further illustrates the ubiquitous nature of the ...

Management Principles

A Contemporary Edition for Africa

Book & CD. To improve on an award-winning book poses a major challenge to its authors. The authors of this book took the challenge head-on by conducting a major research study to determine what exactly the outcomes are that managers at different levels must deliver in contemporary organisations in South Africa, and the rest of Africa. The findings of this study, which dealt with current and near-future management issues, as well as classical and contemporary thinking about management, were used as the blueprint for the updating of this book. After placing management in context, the authors deal with the knowledge, skills and dispositions required of managers to perform the management functions of planning, organising, leading and controlling in a volatile business world. Examples of how the functions are applied in practice are cited throughout the book. These examples refer mainly to South African organisations and situations that managers in South Africa, and Africa, have to deal with to create and sustain a competitive advantage for their organisations. The book endeavours to break down the silo effect of seeing the management functions as separate activities. This is done by continuously placing the management function at hand in a bigger context. This enables learners of management to assess the implications of management decisions on different people, processes, systems and so on that make up the organisation.

This transformation process is carried out by the organisation as a specific sub - system of its environment . 3.2.2 The systems approach in management When explaining systems theory and presenting the business organisation as an ...

Principles of Management

This book includes all the basic topics of management required for any university. It contain topics like Functions of management, levels, skills, arts & science, scientific management, motivation theories, Theory X and Y, CSR, Ethics, planning, organisation structure, decision making, span of control, selection process, HRM, leadership etc. and other topics...

(v) Theory Z is based on Japanese management practices. These practices have been evolved from Japan's unique culture. Therefore, the theory may not be applicable in different cultures. 2.8 SYSTEM APPROACH TO MANAGEMENT In the 1960, ...