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IntroductionBy any standard of measure, the health care organization is the most difficult of any type of organization to manage. In another time and in another place, I had an executive of a very large NGO tell me that I should leave well enough along with trying to organize his health care organization like a business; that his organization was not a business and should not be run as a business; it was a "research" organization and different from a business. His organization was failing miserably...and you hear from every Donor that "the program must become sustainable." It is InHCc's opinion that a health care organization should be managed just as any other business, while the goals may be different (as there are in every business) the processes are the same.
The NGO must shift their focus away from "getting more grants" and toward controlling costs and improving the efficiency of their organizations. The health care organization must sell their product (in this case health care or research) just as any other commodity. This means that an organization must offer the best product at the best price. If an organization does not operate effectively and efficiently and produce a product that has no value to the community, it will and should fail. It should no longer be the case, that because the organization calls itself a "research organization" that donor organizations should continue funding it. The health care organization, be it a NGO or some other organization, must learn to compete in the market. The driving force of an organization should be Return on Investment (ROI) which can and should include both Tangible Benefits and Intangible Benefits. Health Care and Research organizations can measure their return on investment by the indicators that they develop. They should manage their projects, and themselves, by how well they achieve their goals as measured by their indicators, i.e. ROI.
It seems that most some Researchers do not understand the difference. Project developers today have designed indicators for higher level reporting with little if any indicators for the management of the individuals units. Indicators should be designed to measure the performance of the lowest level units and only secondarily be used at National levels for reporting. Many administrations offer as a solution to their funding problems the choices of either to obtain more funding or cut costs. What they have consistently fail to consider is the choice to operate more effectively and efficiently. If their organization products a quality product at the reasonably cost, they would have no trouble selling their product, their health care or research. The "Fund Raiser" director may raise more funds by running an efficient organization than by having a "winning smile."
Management Structure and TypesAudit CommitteeThe Audit Committee promotes the best use of the organization's resources by ensuring the proper stewardship of those resources and by helping those responsible to achieve economy, efficiency and effectiveness. LinksMajor Health Care issues that will be discussed at this web site are:
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