Job satisfaction among health professionals becomes important for optimizing the human resource potential. The study aims at emphasizing importance of analyzing job satisfaction in health-care organizations with different forms of property located in Moscow city. Various aspects and factors influencing physician’s job satisfaction, such as salary, work conditions and team atmosphere, were analyzed at . government (public), corporate and private medical organizations. According to the study results, physicians with the highest job satisfaction are working in private medical hospitals (67%), followed by physicians from corporate (58%) and government (56%) medical centers. The most significant motivating factors influencing the satisfaction of doctors with their work for public hospitals are working conditions, for physicians from corporate hospitals – salary and working conditions, for doctors from private clinics – salary. However, all these factors positively and significantly correlated with the satisfaction of physicians with their work in all types of health care organizations.
The paper considers the terms of reverse logistics and return material flow. The place and importance of the return material flow are defined. The reverse logistics situation in different business areas is analyzed. It is shown that rational reverse logistics management approach development has outstanding interest in service companies. The paper classifies return material flows for service companies. An economic evaluation approach of the return rationality of packing, commodities and materials is given. Effective reverse logistics management procedure for service companies is developed.
In this article problems of legal status of training organizations, including schools of highest sports mastership, are described. Also prospects of creation of system of training organizations after adopting the bill «About sports training» are predicted.
he aim of the study was to examine the main factors affecting the choice of healthcare organizations and physicians by parents seeking medical care for their children in outpatient settings. The study analyzed 16 in-depth interviews and 178 questionnaires filled by parents whose children attended state budgetary educational institutions in Moscow. The qualitative study showed that 2/3 of respondents were not satisfied with pediatric medical care provided at public healthcare organizations at the outpatient level. The main benchmark of choice of a private healthcare organization by parents was recommendation of friends or relatives. The quantitative analysis showed that 67% of surveyed parents sought private medical care for their children during the previous year. The most popular type of the used paid medical service was a single visit to a private clinic (58.1%). Among the respondents who sought paid medical services, the majority attended healthcare centres once or twice a year. The analysis of the results also revealed that the level of welfare and the number of chil- dren in the family did not affect the frequency of using paid medical services.
The article reviews current literature on various aspects of pharmacological management of TBI consequences from neuropsychological perspective. Specifically it discuses application and limitations of different groups of pharmacologic agents and their efficacy in treatment of different types of neurobehavioral consequences of TBI. Article also discusses the utility of neuropsychological approach in assessing results of pharmacotherapy in TBI.
To compete on value providers must embrace a series of strategic and organizational imperatives. How can health care providers create more effective strategies and improve their performance? The starting point for strategy is to define the right goal. For every health care provider, the primary goal must be excellence in patient value. Value is the health outcomes achieved per unit of value compared to peers. A provider's size, range of services, reputation, and whether it earns a comfortable operating surplus are secondary. Unless a provider is delivering value to the patients it serves, it is failing at its fundamental mission even if it is financially successful. A provider that delivers superior patient results will be in a position to prosper even in the current system.Patient value can only be measured at the level of medical conditions, and assessed relative to peers. Competence alone is not enough. A provider must be able to achieve results that compare favorably to others that provide similar services.Excellent value in some services does not offset mediocrity in others. Patients, not to mention the entire health care system, are not well served if providers maintain even one service line in which they do not achieve results equal to or better than peers. In value-based competition, excellence, not breadth or convenience, should shape the choice of services by providers and the overall configuration of the health care system. While the goal of patient value may seem self-evident, goal definition in health care delivery has been clouded by a variety of factors. Financial viability often appears as an important goal. But financial results are an outcome, not the goal in and of itself. A comfortable operating surplus cannot offset mediocrity in serving patients. In a value-based system, as we will discuss, excellent results will lead to more patients, greater efficiency, and higher margins.The starting point for developing strategy in any field is to define the relevant business or businesses in which an organization competes. Health care delivery is no different. Health care providers do not think of themselves as businesses, but they are in the business of providing services to patients.
Digital revolution is one of the major global trends resulting in the unprecedented scale and depth of penetration of information and communication technologies into all sectors of national economy, including healthcare. The development of this trend brought about high expectations related to the improvement of quality of medical assistance, accessibility and economic efficiency of healthcare services. However, euphoria of the first steps of digital revolution is passing now, opening doors to more realistic analysis of opportunities and conditions of realization of the true potential hidden in the digital transformation of healthcare. More balanced perception of the peculiarities of innovation processes in the sector is coming together with understanding of the serious barriers, hampering implementation of the new ideas and practices due to complicated interweaving of social, economic, ethical and psychological factors. When taking into account the industry specifics it becomes evident that digital revolution cannot be a quick turnaround but rather would pass a number of phases and is likely to last more than one decade. In this context, the article focuses on the prospects of the new business models, capable of making significant changes in today’s economic landscape of the sector (including uber-medicine,retail clinics, retainer medicine, network models of medical services). The authors also provide assessment of the current situation and perspectives of digital healthcare development in Russia.