tailieunhanh - Management in Healthcare: Why good practice really matters

Hooded seals are considerably less abundant than harp seals. The 1990 hooded seal population was estimated between 400,000 and 450,000. The TAC for hooded seals (10,000 seals) is considerably below the replacement yield, which is estimated to be between 24,000 and 34,000 animals, depending on the age composition of the hunt. Genetic work aimed at separating the distinct populations of hooded seals in the Canadian Atlantic region is underway, and satellite tagging of these animals has been undertaken. Discussions are also in progress with Greenland scientists to develop a more comprehensive tagging program to better define movements and stock boundaries | Management in Healthcare Why good practice really matters McKinsey Company CE5ĨTIIF. far ECONDM1C PERFORMANCE IM LONDON School Of Economics and POLITICAL SCIENCE Stephen Dorgan McKinsey Company Dennis Layton McKinsey Company Nicholas Bloom Stanford University Centre for Economic Performance London School of Economics Rebecca Homkes Centre for Economic Performance London School of Economics Raffaella Sadun Harvard Business School Centre for Economic Performance London School of Economics John Van Reenen Centre for Economic Performance London School of Economics 3 Management Matters Why good practice really matters Executive summary 1 Hospital-specific management practices are strongly related to a hospital s quality of patient care and productivity outcomes. For example this research shows that improved management practices in hospitals are associated with significantly lower mortality rates and better financial performance. 2. Across countries there is a wide variation in management scores. The United Kingdom delivers particularly strong hospital-management practices relative to its health expenditure. 3. There is significant variation in the quality of hospital management practices within a country which is much greater than the average differences across countries. This suggests a great opportunity for improving poorly performing hospitals. 4. There is a strong relationship between a number of factors and effective management practices. In particular Competition helps improve managerial standards. Hospitals with clinically qualified managers are associated with much better management scores. Higher-scoring hospitals give managers higher levels of autonomy than lower-performing hospitals. This finding is consistent with McKinsey s own experience in hospitals and with the Service Line Management approach co-developed with Monitor which aims to devolve decision making and accountability to the front line. Scale and size matter. Larger hospitals are better managed. .