Hospitals need humanism.

Just as technology is growing rapidly and is being carefully "mapped out," health care providers also must "map out" the most humane way of delivering health care.     

Hospitals. Close call

Health authorities and trusts need to listen hard to positive offers of help from the community to maintain services such as cottage hospitals. The determination of the local action group should be assessed early on, with a view to potential collaboration. The HA can take control by establishing a joint working group and funding an external consultant. The process can help restore community support for local health services.     

Hospitals as interpretation systems.

In this study of 162 hospitals, it was found that the chief executive officer's (CEO's) interpretation of strategic issues is related to the existing hospital strategy and the hospital's information processing structure. Strategy was related to interpretation in terms of the extent to which a given strategic issue was perceived as controllable or uncontrollable. Structure was related to the extent to which an issue was defined as positive or negative, was labeled as controllable or uncontrollable, and was perceived as leading to a gain or a loss. Together, strategy and structure accounted for a significant part of the variance in CEO interpretations of strategic events. The theoretical and managerial implications of these findings are discussed.     

Hospitals. Models of perfection

Small general hospitals can adapt to changing demands in a number of ways. These include expanding day-case work and increasing outpatient services. Small hospitals could concentrate on elective surgery, or provide a full surgical service for a limited time each week, such as three days. Small ex-general hospitals could be used to provide rehabilitation services and beds for patients who do not need to be looked after in an acute hospital.     

Hospitals. The regeneration game

DGHs are faced with a choice between restricting their focus to intensive surgical and medical services or building up alliances with other agencies, including GPs. Their best hope for survival lies in robust relationships with GPs, local authorities, support groups and consumer organisations. Hospitals must pay more attention to discharge procedures. They must be prepared to manage demand in partnership with community providers.     

Hospitals. Trauma without crisis

Reorganising orthopaedic consultant rotas to ensure that each week one consultant undertakes five dedicated trauma sessions has resulted in significant improvements. The changes have reduced the average length of stay by two days, reduced walts for first appointments in the fracture clinic to within 24 hours and yielded potential savings of almost 350,000 Pounds a year at a time when admissions are rising by 18 per cent a year. The project involved massive cultural change and took 18 months from inception to review to ensure the support and involvement of consultants and other staff.