Operations management within St Luke's Hospital : an analytical review and model proposal

Abstract

This dissertation focuses on the application of Operations Management within St Luke's Hospital. The aims of this case study are to: investigate to what extent operations management theory is put into practice; establish how the planning and control of the operations is done and by whom; evaluate if the available resources are effectively and efficiently utilized; conduct an analytical review of the operational strategic intent and formulate a management proposal for St Luke's Hospital. The Health Division within the Ministry of Health, Elderly and Community Care, and the Corporate Directors at St Lukes's Hospital currently manage the hospital. The findings of this study resulted from interviews held with directors from both top management structures. The main information gathered was based on the planning, control, co-ordination, quality,motivation, strengths and weaknesses experienced by all the directors. The findings resulted in the Corporate Directors having the responsibility to manage, but do not have the authority to do so as this is still in the hands of the Health Division. The activities of both top management structures seem not to be harmonised, both vertically and horizontally. The researcher is proposing a management model with seven leverage points, to bring about system-level performance improvement in Operations Management. The following are being considered: a consolidated management structure; a human resources strategy; quality assurance and clinical governance; budgetary control & accountability; a robust IT system; a strong primary health care system; and appropriate funding.