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Biomedical subjects

D P Ashmos

Publications and source records attributed to D P Ashmos.

12 recordsLinked to original sources
PubMed2000

Physicians and decisions: a simple rule for increasing connections in hospitals.

When hospitals are viewed as complex adaptive systems, simple rules can lead to behavior that emerges as complex and that enables creative, adaptive organizational responses. Based on empirical findings from a decade of research on hospital strategic decision making this article offers the simple rule of letting physicians help decide strategic issues. Seven managerial guidelines for implementing this rule are presented.

Cooperative Behavior↗
PubMed1998

Participation as a complicating mechanism: the effect of clinical professional and middle manager participation on hospital performance.

One way hospitals complicate themselves is by increasing the participation of clinical professionals and middle managers in making strategic decisions. Using a survey methodology this article investigates the relationships between the participation of clinical professionals (MDs and RNs) and middle managers with hospital costs, as well as the possible moderating effect of strategic complexity.

Cost-Benefit Analysis↗
PubMed1996

Internal stakeholder group participation in hospital strategic decision-making: making structure fit the moment.

This study examines the participation of six internal stakeholder groups in hospital strategic decision-making. Results show that internal stakeholder group participation is affected by strategic decision content and by the nature of the hospital's strategy. Results show that the participation of internal stakeholdergroups is associated with lower cost per full-time employee (fte). In particular, when the low participation stakeholder groups do participate, hospitals experience lower cost per fte.

Decision Making, Organizational↗
PubMed1996

Internal complexity and environmental sensitivity in hospitals.

Theory suggests that organizations should respond to external complexity with internal complexity. We examine whether "environmentally sensitive" hospitals are more internally complex than "environmentally insensitive" hospitals. Results show that environmentally sensitive and insensitive hospitals differed on three of the measures of internal complexity: goal complexity, strategic complexity, and relational complexity.

Chief Executive Officers, Hospital↗
PubMed1991

Physician participation in hospital strategic decision making: the effect of hospital strategy and decision content.

An exploratory study examined variation in the participation of physicians in hospital strategic decision making as a function of (1) strategic decision content or (2) hospital strategy, or both. The findings revealed that who participates is a function of decision content while how physicians participate is a function of decision content and the interaction of decision content and hospital strategy.

Decision Making, Organizational↗
PubMed1989

Physicians' role in hospital strategic decision making.

A new study performed in conjunction with THA uncovers how different types of hospitals involve physicians in strategic planning and operations decisions, and how they can do a better job of getting doctors to play a role in making key decisions.

Decision Making, Organizational↗
PubMed1987

The use of decision analysis for organizational design: reorganizing a community hospital.

Organizational design is presented as a decision process, with specific structures seen as providing alternative choices. To illustrate this, the authors present the case of a major metropolitan hospital that used the process to coordinate service delivery (nursing care versus patient care) and service focus (product oriented versus function oriented). Through interviews with more than 40 hospital administrators and staff, the authors created a list of 20 attributes, and used simple multi-attribute utility analysis to generate six design alternatives. The decision makers unanimously chose one alternative, even though potential for significant conflict existed because of differing values and objectives. The authors find decision analytic techniques useful for both the problem formulation and for generating and evaluating structural alternatives, and conclude that in this case consensus was facilitated by the decision process used.

Data Collection↗
PubMed1986

Strategic directions within health care institutions: the role of the physician.

The nature of the strategic problem faced by health care institutions is identified. Physicians are urged to be involved in the strategic decision-making process and are offered several alternative roles that they might play in strategy development. A set of conceptual frameworks from the generic management decision-making literature is used to organize the analysis in addition to the literature of health care management. This combination affords a different perspective into the nature of the problems and new insights into these critical issues.

Decision Making, Organizational↗