Migliorare la performance nelle aziende sanitarie pubbliche: il contributo dei professionisti-manager

Titolo Rivista MECOSAN
Autori/Curatori Simone Fanelli, Chiara Carolina Donelli, Fiorella Pia Salvatore, Antonello Zangrandi
Anno di pubblicazione 2022 Fascicolo 2022/122
Lingua Italiano Numero pagine 13 P. 123-135 Dimensione file 0 KB
DOI 10.3280/mesa2022-122oa14620
Il DOI è il codice a barre della proprietà intellettuale: per saperne di più clicca qui

Vedi l'articolo Scarica l'articolo open access

FrancoAngeli è membro della Publishers International Linking Association, Inc (PILA)associazione indipendente e non profit per facilitare (attraverso i servizi tecnologici implementati da CrossRef.org) l’accesso degli studiosi ai contenuti digitali nelle pubblicazioni professionali e scientifiche

Le aziende sanitarie pubbliche sono da sempre impegnate nell’identificare soluzioni organizzative e manageriali che permettano di rispondere con successo alle molteplici pressioni a cui sono sottoposte. In questo scenario, fondamentale è il ruolo dei professionisti. L’obiettivo del presente lavoro è quello di indagare quali strategie possono essere adottate dalle aziende per valorizzare e supportare i professionisti al fine di migliorarne la performance. I risultati della ricerca evidenziano che le aziende sanitarie devono supportare il "professionista-manager" in grado di generare un clima collaborativo nella sua organizzazione; di comunicare a livello interpersonale; di definire obiettivi coerenti con le risorse disponibili; di fare valutazioni di efficienza, efficacia e qualità; di conoscere la propria organizzazione.;

Keywords:; aziende sanitarie; performance; competenze manageriali; strumenti manageriali; clinico-manager

  1. Kuhlmann E., von Knorring M. (2014). Management and medicine: why we need a new approach to the relationship. Journal of health services research & policy, 19(3): 189-191. DOI: 10.1177/1355819614524946.
  2. Kumpusalo E., Virjo I., Mattila K., Halila H. (2003). Managerial skills of principal physicians assessed by their colleagues: A lesson from Finland. Journal of health organization and management, 17(6): 457-462.
  3. Lane D.S. (1998). Defining competencies and performance indicators for physicians in medical management. American journal of preventive medicine, 14(3): 229-236. DOI: 10.1016/S0749-3797(97)00068-8.
  4. Kippist L., Fitzgerald A. (2009). Organisational professional conflict and hybrid clinician managers: The effects of dual roles in Australian health care organisations. Journal of Health Organization and Management, 23(6): 642-655. DOI: 10.1108/14777260911001653.
  5. Kaplan R.S., Norton D.P. (1992). The balanced scorecard: measures that drive performance. Harvard business review, 83(7): 71-79.
  6. Ireri S.K., Walshe K., Benson L., Mwanthi M. (2017). A comparison of experiences, competencies and development needs of doctor managers in Kenya and the United Kingdom (UK). The International journal of health planning and management, 32(4): 509-539. DOI: 10.1002/hpm.2357.
  7. Hewison A., Griffiths M. (2004). Leadership development in health care: a word of caution. Journal of Health Organization and Management, 18(6): 464-473. DOI: 10.1108/14777260410570018.
  8. Fanelli S., Pratici L., Zangrandi A. (2021). Managing healthcare services: Are professionals ready to play the role of manager?. Health Services Management Research, 35(1): 16-26.
  9. Fanelli S., Lanza G., Zangrandi A. (2017). Management tools for quality performance improvement in Italian hospitals. International Journal of Public Administration, 40(10): 808-819. DOI: 10.1080/01900692.2017.1280821.
  10. Fanelli S., Lanza G., Enna C., Zangrandi A. (2020). Managerial competences in public organisations: the healthcare professionals’ perspective. BMC health services research, 20: 1-9. DOI: 10.1186/s12913-020-05179-5.
  11. Fanelli S., Lanza G., Zangrandi A., Enna E. (2019). Innovare nei metodi di gestione nelle aziende sanitarie pubbliche: quali variabili di successo?. Azienda Pubblica, 3: 237-254.
  12. Elarabi H.M., Johari F. (2014). The impact of human resources management on healthcare quality. Asian journal of management sciences & education, 3(1): 13-22. DOI: 10.5539/ass.v10n8p55.
  13. De Korne D.F., Van Wijngaarden J.D., Sol K.J., Betz R., Thomas R.C., Schein O.D., Klazinga N.S. (2012). Hospital benchmarking: are US eye hospitals ready?. Health care management review, 37(2): 187-198. DOI: 10.1097/HMR.0b013e31822aa46d.
  14. De Jong J.P., Den Hartog D.N. (2007). How leaders influence employees’ innovative behaviour. European Journal of innovation management, (10)1: 41-64. DOI: 10.1108/14601060710720546.
  15. Crosson F.J. (2003). Kaiser Permanente: a propensity for partnership. Bmj, 326(7390): 654. DOI: 10.1136/bmj.326.7390.654.
  16. Busari J.O. (2012). Management and leadership development in healthcare and the challenges facing physician managers in clinical practice. International journal of clinical leadership, 17(4).
  17. Burlea-Schiopoiu A., Ferhati K. (2021, January). The managerial implications of the key performance indicators in healthcare sector: A cluster analysis. Healthcare, 9(1): 19.
  18. Brown K. (2004). Human resource management in the public sector. Public management review, 6(3): 303-309. DOI: 10.1080/1471903042000256501.
  19. Bode I., Maerker M. (2014). Management in medicine or medics in management? The changing role of doctors in German hospitals. International Journal of Public Sector Management, 27(5): 395-405. DOI: 10.1108/IJPSM-06-2012-0068.
  20. Bloom N., Propper C., Seiler S., Van Reenen J. (2009). Management practices inhospitals. New York, NY: Health, Econometrics and Data Group.
  21. Ackerly D.C., Sangvai D.G., Udayakumar K., Shah B.R., Kalman N.S., Cho A.H., Schulman K.A., Fulkerson W.J. Jr, Dzau V.J. (2011). Training the next generation of physician-executives: an innovative residency pathway in management and leadership. Academic Medicine, 86(5): 575-579. DOI: 10.1097/ACM.0b013e318212e51b.
  22. Watson A., MacDowell C., Khodorov G., Tartaglia J., Weber P. (2018). Assessing Entrepreneurial Characteristics of Healthcare Students Participating in an Entrepreneurial-Medicine Curriculum. MedEdPublish, 1.
  23. Zangrandi A., Fanelli S., Donelli C.C., Elefanti M. (2020). Crisis management: la gestione di un ospedale durante una pandemia. Milano: Egea.
  24. Berwick D.M., James B., Coye M.J. (2003). Connections between quality measurementand improvement. Medical Care, 41(1 Suppl): I30-I38. DOI: 10.1097/00005650-200301001-00004.
  25. Berkenbosch L., Bax M., Scherpbier A., Heyligers I., Muijtjens A.M.M., Busari J.O. (2013). How Dutch medical specialists perceive the competencies and training needs of medical residents in healthcare management. Medical teacher, 35(4): e1090-e1102. DOI: 10.3109/0142159X.2012.731544.
  26. Batcheller J.A. (2011). On-boarding and enculturation of new chief nursing officers. JONA: The Journal of Nursing Administration, 41(5): 235-239. DOI: 10.1097/NNA.0b013e3182171c6a.
  27. Atun R.A. (2003). Doctors and managers need to speak a commonlanguage. Bmj, 326(7390): 655. DOI: 10.1136/bmj.326.7390.655.
  28. Andrews R., Beynon M.J., McDermott A. (2019). Configurations of New Public Management reforms and the efficiency, effectiveness and equity of public healthcare systems: a fuzzy-set Qualitative Comparative Analysis. Public management review, 21(8): 1236-1260.
  29. Aini Q. (2018). Management skill and leadership: a case study from hospital managers of charity business in health. The Journal of Social Sciences Research, 4(12): 478-482. DOI: 10.32861/jssr.412.478.482.
  30. Liang Z., Howard P.F., Koh L.C., Leggat S. (2013). Competency requirements for middle and senior managers in community health services. Australian Journal of Primary Health, 19(3): 256-263. DOI: 10.1071/PY12041.
  31. Liang Z., Howard P.F., Leggat S., Bartram T. (2018). Development and validation of health service management competencies. Journal of health organization and management, 32(2): 157-175. DOI: 10.1108/JHOM-06-2017-0120.
  32. Lynch R.L., Cross K.F. (1991). Measure up!: Yardsticks for continuous improvement. Cambridge, MA: Basil Blackweel Inc.
  33. Mintzberg H. (2004). Managers, not MBAs: A hard look at the soft practice of managing and management development. Oakland, CA: Berrett-Koehler Publishers.
  34. Neely A., Adams C., Crowe P. (2001). The performance prism in practice. Measuring business excellence, 5(2): 6-13. DOI: 10.1108/13683040110385142.
  35. Neufeld V.R., Maudsley R.F., Pickering R.J., Turnbull J.M., Weston W.W., Brown M.G., Simpson J.C. (1998). Educating future physicians for Ontario. Academic medicine: journal of the Association of American Medical Colleges, 73(11): 1133-1148. DOI: 10.1097/00001888-199811000-00010.
  36. Pihlainen V., Kivinen T., Lammintakanen J. (2016). Management and leadership competence in hospitals: a systematic literature review. Leadership in Health Services, 29(1): 95-110. DOI: 10.1108/LHS-11-2014-0072.
  37. Quinn R.E., Rohrbaugh J. (1981). A competing values approach to organizational effectiveness. Public Productivity Review, 5(2): 122-140. DOI: 10.2307/3380029.
  38. Ringsted C., Hansen T.L., Davis D., Scherpbier A. (2006). Are some of the challenging aspects of the CanMEDS roles valid outside Canada?. Medical Education, 40(8): 807-815. DOI: 10.1111/j.1365-2929.2006.02525.x.
  39. Spinsanti S. (1997). La Formazione del Personale delle Aziende Sanitarie. In: Trabucchi M. (a cura di), Fondazione Smith Kline. Rapporto Sanità ’97. I nodi del cambiamento, pp. 235-259. Bologna: Società Editrice il Mulino.
  40. Stefl M.E. (2008). Common competencies for all healthcare managers: the healthcare leadership alliance model. Journal of healthcare management, 53(6).
  41. Teo W., Khoo H.S., Tang Y.L., Ng Y., Chew N., Jong M. (2019). Administrative and managerial skills for tomorrow’s medical professionals: a needs assessment. Journal of graduate medical education, 11(4s): 200-202.
  42. Townsend K., Wilkinson A. (2010). Managing under pressure: HRM in hospitals. Human Resource Management Journal, 20(4): 332-338. DOI: 10.1111/j.1748-8583.2010.00145.x.
  43. Toygar S.A., Akbulut Y. (2013). Managerial Skills of hospital administrators: case study of Turkey. Journal of Health Management, 15(4): 579-594.
  44. van Veen-Berkx E., de Korne D.F., Olivier O.S., Bal R.A., Kazemier G. (2016). Benchmarking operating room departments in the Netherlands: evaluation of a benchmarking collaborative between eight university medical centres. Benchmarking: An International Journal, 23(5): 1171-1192.
  45. Veillard J., Champagne F., Klazinga N., Kazandjian V., Arah O.A., Guisset A.L. (2005). A performance assessment framework for hospitals: the WHO regional office for Europe PATH project. International journal for quality in Health Care, 17(6): 487-496. DOI: 10.1093/intqhc/mzi072.
  46. Vinson C. (1994). Administrative knowledge and skills needed by physician executives. Physician executive, 20(6): 3-8. DOI: 10.17305/bjbms.2010.2734.
  47. Wanke T.R., McDevitt J.L., Jung M.J., Meyer M., Lalit Puri M.D.M.B.A., Gonzalez C.M., Saucedo J.M. (2015). Integrating business education in medical schools: a multicenter survey. Physician leadership journal, 2(6): 54.

Simone Fanelli, Chiara Carolina Donelli, Fiorella Pia Salvatore, Antonello Zangrandi, Migliorare la performance nelle aziende sanitarie pubbliche: il contributo dei professionisti-manager in "MECOSAN" 122/2022, pp 123-135, DOI: 10.3280/mesa2022-122oa14620