Re: CV and mad panic behaviour
Reply #7047 –
LP, this argument seems to be escaping you, which is ironic given you bleat about the AFL pigs feeding at the trough.
The health care version is the same thing. Matron runs the hospital. Its been the case for 60 years.
Thing is, matron doesnt understand macroeconomics, and how efficiency is bourne out of some of the transformational shift that technology can bring, BUT, they dont have time to do it.
They dont have time for it, because they dont make time for it. Why do you think that they end up paying agency staff exhorbitant figures to fill holes?
The bean counters arent being listened to, because there is no room to negotiate on patient care.
Finally, there are hospitals out there that do have a relatively good amount of business acumen in the executive director levels, but they often report in to a nurse, and then you get wildly swinging strategy as a result.
FWIW, working in an IT department at a hospital, there are too many clinical people making business decisions, about a clinical information system, because they dont understand that the system cannot do the work for the clinician, but thats what they are trying to create.
Finally, nepotism, and jobs for the "boys" is rife in the public healthcare space.
My wife and I have both worked in a variety of hospital settings. The majority of my experience is public, and management left a lot to be desired particularly when it came to process and procedure, especially when their were ex clinical staff turned into business leaders, rather than business leaders leading clinical staff. Long story short, the best run hospital my Mrs worked for, had a history of appointing DOCTORS in the role of CEO and it was a private hospital, because most of them run their private practises BEFORE running an entire hospital, or health network, which means they know the tricks of the trade on how to get patients in, how to get them good care, whilst still running an efficient business.
She has been in a public institution for 6 months, and there is institutional push back against reforms that will yield performance improvement because of long standing cultural push back.
Good business leaders, defer to their subject matter experts when decisions can impact the business adversely. Bad ones, dictate. Guess which description matches the public hospital experience??