Journal of Healthcare Management - January/February 2014 - (Page 74)

Journal of H ealt H care M anage Ment 59:1 J anuary /f ebruary 2014 Business processes. This theme consists of operational activities in the organization, such as aspects of supply chain management, wait times, throughput, capacity, claims denials, patients' transfers, and definitions of how processes should work. People and engagement. Comments concerning people revolved around the engagement of people throughout the organizations. Of particular interest were engagement through hiring, training, and education; reducing turnover; and rewarding those who perform well. Service quality and client satisfaction. This theme contains the greatest number of unique topics or terms and includes the satisfaction of physicians, staff, clients, and patients and the quality of service and outcomes, both financially and operationally. Coherent planning. Respondents identified planning as a success factor as a means to help identify the scope of both the initiative and the organization's direction. Financial resources and accountability. The finance theme includes reference to cost, income, margin, funding, collection, bond rating, and budget. Leadership. This theme relates successful implementation of change initiatives to effective leadership characteristics. Market forces and external demands. Comments falling under this theme concern the market in which the organizations operated. They include statements about competitors, the relationships that the organization develops with other organizations, and benchmarking with others to assess performance and need. The success factor theme with the highest number of code counts, at 287, was identified as culture and values, followed by business processes, at 247 code counts, and people and engagement, with 206 code counts. The following ranked list presents the identified success factor themes according to the frequency of mentions by survey participants who cited multiple initiatives at their organization. 1. Culture and values 2. Business processes 3. People and engagement 4. Service quality and client satisfaction 5. Coherent planning 6. Financial resources and accountability 7. Leadership 8. Market forces and external demands 9. Access to information 10. Communication Table 3 presents each emerging theme in terms of how codes were identified and used, and the paragraphs that follow discuss these results in more depth as they relate to the existing models presented in Figure 2. Culture and values. Participants' comments on success factors for specific initiatives most frequently point to support from culture and values in their organization. This theme also encompasses comments regarding alignment of culture and values between individuals and departments; risk taking; and the organization's mission, vision, and values. 74

Table of Contents for the Digital Edition of Journal of Healthcare Management - January/February 2014

Journal of Healthcare Management - January/February 2014
Contents
Interview With Kenneth R. White, PhD, FACHE, Associate Dean for Strategic Partnerships and Innovation and the University of Virginia Medical Center Professor of Nursing, University of Virginia School of Nursing
Team-Based Care at Mayo Clinic: A Model for ACOs
The Management Springboard: Eight Ways to Launch Your Career as a Healthcare Leader
The Role of a Public–Private Partnership: Translating Science to Improve Cancer Care in the Community Donna M. O’Brien and Arnold D. Kaluzny
The Value of Patients’ Handwritten Comments on HCAHPS Surveys John W. Huppertz and Robert Smith
Can Inbound and Domestic Medical Tourism Improve Your Bottom Line? Identifying the Potential of a U.S. Tourism Market
Success Factors for Strategic Change Initiatives: A Qualitative Study of Healthcare Administrators’ Perspectives

Journal of Healthcare Management - January/February 2014