Biomedical subjects

Federico Lega

Publications and source records attributed to Federico Lega.

4 recordsLinked to original sources

PubMed2006

Organisational design for health integrated delivery systems: theory and practice.

Integrated delivery systems (IDS) are worldwide emerging as the dominant organizational form in the healthcare sectors. This article, drawing from international comparisons, focuses on organizational design of IDS. The analysis derives from an extensive literature review, which shows over the last years a significant lack of works on design issues, and from a number of experiences in community care settings, which provide useful insights on changes taking place in governance and delivery of health services at the local level. The frameworks discussed depict the major options of reorganization that can be observed in local integrated health systems of industrialized countries.

Delivery of Health Care, Integrated↗

PubMed2005

Developing a marketing function in public healthcare systems: a framework for action.

The scope of this paper is to analyse the contribution that a marketing function can bring to the wide variety of healthcare organizations operating in public health systems (PHSs). While extensive research on marketing applied to healthcare services has been elaborated in competitive and managed care contexts, marketing is a rather new issue in PHSs and little research has been conducted to assess its relevance and benefits in these environments. This study tackles that gap and is based on a review of the current literature in order to provide answers to the following points: - definition of the scopes of marketing and of the elements that affect its incorporation in the healthcare sector; - conceptualization of the possible approaches to marketing by health organizations operating in PHSs; - discussion of the resulting framework for action.

Health Facilities↗

PubMed2005

Converging patterns in hospital organization: beyond the professional bureaucracy.

This study builds a framework to investigate the current trends emerging in hospital organizational design and its main consequences on human resources management. The analysis derives from an extensive literature review, which shows over the last 30 years a significant lack of works on organization design for hospitals, and from a number of experiences in hospital settings, which provide useful insights on changes taking place in hospitals. We intend to contribute to the filling of the gap in literature created by the lack of interest scholars have shown on hospital organization. The framework we discuss depicts the major converging trends of reorganization that can be observed in hospital contexts of industrialized countries. What we found is that large multi-specialty hospitals--by large we mean hospitals over about 300 beds--located in different countries, though starting from different internal and external organizational and environmental features are mostly converging towards a common design scheme. We labelled that scheme the care-focused hospital and we analysed in-depth its features in the attempt to facilitate cross-national comparison, otherwise difficult due to the fact that organizational concepts are value loaded and tend to be culture-bound. Challenges and managerial implications of this more and more widely diffused organizational paradigm are debated in the last part of the study.

Cross-Cultural Comparison↗

PubMed2005

Strategies for multi-hospital networks: a framework.

The last two decades have seen the significant emergence of multi-hospital networks (MHNs) in the health sectors of all industrialized countries. Such networks seem to represent an organizational choice, which provides interesting opportunities to cope with cost and quality issues stressing the health field. This work proposes and discusses a framework for strategies that can be implemented by MHNs to achieve projected benefits. The estimated advantages are then weighed against unexpected or underrated drawbacks and empirical evidence. The conclusions point out MHNs as viable future alternatives for freestanding hospitals looking to improve their efficiency and financial stability, on condition that a 'proper management' of their consolidation processes is carried out. This requires extensive pre-deal analysis to critically assess what benefits could be achieved through the network's formation, as well as post-deal perseverance in implementing consolidation strategies to their full. In this perspective, specific advices apt to minimize the risk of creating MHNs in the wake of a management fashion instead of through sound rational assessments are also discussed.

Decision Making, Organizational↗