Managing change - A tale of two hospitals in an integrated network

TQM Magazine

Volumn 8, Issue 3, 1996, Pages 27-34

  Anderson, Daniel J ^a   Norton, Robert G ^b   Reed, Gary E ^c   Moran, John W ^a  

^a Changing Healthcare Inc   (United States)

^b BETH ISRAEL DEACONESS MEDICAL CENTER   (United States)

^c NEW ENGLAND BAPTIST HOSPITAL   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

COSTS; HIERARCHICAL SYSTEMS; HOSPITALS; INFORMATION USE; PERSONNEL; PROCESS CONTROL; REENGINEERING; HEALTH CARE; MEDICAL PROBLEMS; OPERATIONS RESEARCH;

INFORMATION SYSTEMS; INTEGRATED NETWORKS; PATIENT CARE; BUSINESS OPERATIONS; CLINICAL SERVICES; INTEGRATED HEALTH SYSTEM;

MANAGEMENT SCIENCE; TOTAL QUALITY MANAGEMENT;

EID: 0029749462     PISSN: 0954478X     EISSN: None     Source Type: Journal    
DOI: 10.1108/09544789610118458     Document Type: Article

References (3)

1. In a "capitated" environment, contracts between managed care organizations and providers (both physicians and hospitals) specify a set amount of money, i.e. the "cap", which will be paid to cover charges for all services provided to member - "covered lives" - included in the contract. This approach increases the financial risk of the provider, limits the risk of the insurer, and encourages limiting the amount of services - labs. X-rays, consultation with specialists, etc. - that a provider will authorize.
2. Hammer, M. and Champy, J., Re-engineering the Corporation, HarperCollins, New York, NY, 1993, p. 32.
3. In a service line organization, the quality, cost and operation of a particular horizontal core process or service (e.g. muscular-skeletal, cardiovascular, oncology) is managed by a service line manager who has bottom-line responsibility and draws on enabling vertical functions (finance, marketing, human resources, etc.) for support and resources as needed.