A Summary and Reading Application of Health Care Organizations Management
Vainieri, M., Ferrè, F., Giacomelli, G., &Nuti, S. (2017). Explaining performance in health care: How and when top management competencies make the difference. Health Care Management Review, 44(4), 306-317. Web.
This research article opens by recognizing the structuring of strategic vision, developing long-term plans, and communicating them to the employees efficiently to implement those plans as the most distinctive competencies of managers. As a result, the researchers purport that the above management capabilities significantly relate to complex organizations’ abilities to achieve high performance by engaging professionals. In efforts to prove their argument, Vainieri et al. carry an empirical test on longitudinal data obtained from several Italian public health organizations located in the region of Tuscany (Vainieri et al., 2017). Results confirmed a constructive connection between a manager’s capabilities, information exchange, and overall organizational performance. The above research findings relate to the existing literature on the impacts of managerial expertise on the performance of public health organizations and all other types of organizations today. Therefore, I find this article applicable in the management of modern public and private health care organizations globally.
Type, Description, and Reliability of the Information
The information above appears in a peer-reviewed health research journal published by Wolters Kluwer Health, Inc., a globally reputable health research and learning organization. Most importantly, the results and conclusions of the authors of this article are based on primary source data collected, analyzed, and presented reliably. Thus, the report provided credible information for use in future research. Moreover, the researchers used average response data from 2008 to 2014 by Tuscany public health organizations to estimate a random effect regression model, which increases the reliability of their results (Vainieri et al., 2017). Finally, the fact that this article is freely accessible to researchers proves that it provides quality information. The above reasons prove that the information contained in the report is validly credible.
Application in Business Setting
The article’s content may be applicable in most big health care organizations globally, even in developing countries that indicate poor performance due to incompetent management and poor internal communication. However, the achievement of the desired managerial competence for high performance of the public health care system may differ in terms of time, consistency, and overall success due to differences in resource endowment of various regions. Furthermore, since the researchers focused on public health organizations in one area of Italy, the relevance of the information provided by the research may help vary degrees if applied in other global regions (Vainieri et al., 2017). As a result, it would be misleading to assume all health organizations globally experience similar conditions as those in Tuscany.
Personal Opinion
Since the information provided in the article entails managing complex organizations, it applies to public health organizations and business organizations. The report concludes that managerial competence, effective communication of strategies, and professional engagement positively relate to organizational performance. The researchers’ findings are not limited to health organizations but can also help manage other organizations. Therefore, the researchers urge organizational leaders to effectively share goal outcome information with their employees to enhance professional engagement to achieve high organizational performance.
Conclusion
In conclusion, I agree with the research outcomes that organizational performance and professional engagement correlate with managerial proficiency and effective communication strategies. In my opinion, establishing clear channels of communication where corporate health leaders can effectively share information with clinicians should be the utmost strategic goal of public health organizations globally. Evidence from the research proves that information sharing in an organization plays a critical role in enhancing professional engagement, which leads to high organizational performance.
Reference
Vainieri, M., Ferrè, F., Giacomelli, G., &Nuti, S. (2017). Explaining performance in health care: How and when top management competencies make the difference. Health Care Management Review, 44(4), 306-317. Web.