This article is about the blending of a mission, vision, and philosophy of care by two systems of health care that are both rich in history and vision. The unique qualities of each hospital are described. The diversified cultures of each organization are discussed in terms of reaching a final decision regarding the joint vision, philosophy of care, and mission of the system that has been redesigned.
A social network analysis of eighty-nine midlevel health care professionals showed that middle managers' strategic knowledge is positively associated with championing alternative ideas and synthesizing new information for upper management. In addition, the relationship between knowledge and middle management strategic activities in informal networks is moderated by the manager's social position.
SSM Health Care (SSMHC), the first healthcare recipient of the Malcolm Baldrige National Quality Award, has been cited by both Baldrige and the Joint Commission on Accreditation of Healthcare Organizations as having a culture of continuous quality improvement (CQI). SSM Health Care began to implement CQI systemwide in 1990. CQI provided the foundation for other strategies that served to further weave quality improvement into the fabric of the organization's culture.
The Sisters of Charity Health System, Lewiston, ME, a member of Covenant Health Systems, Lexington, MA, remains deeply committed to the mission of service begun by its foundress, St. Marguerite d'Youville. Although St. Marguerite experienced a hard life, her resilience and her commitment to the poor and disadvantaged serve as an inspiration to those who continue her legacy of compassionate care. The founding work of St. Marguerite and the sisters has helped to foster a culture in which the mission of service thrives among the system's 2,000 employees.
Journal of healthcare information management: JHIM
It had been almost a decade since the hospitals that make up the Daughters of Charity Health System (DCHS) had engaged in a formal information technology strategic planning process. In the summer of 2002, as the health system re-formed, there was a unique opportunity to introduce a planning process that reflected the governance style of the new health system.
The Joint Commission requires health systems to address spiritual care. Research indicates that spirituality is associated with better physical, psychological, and social health and that culturally diverse populations and individuals at end-of-life often request spiritual care. The authors report the results of a consensus conference of 21 executives representing 10 large faith-based health systems who discussed the input, process, and outcomes of a corporate model for spiritual leadership. Specific initiatives are highlighted.
BACKGROUND: Catholic health systems represent a unique sector of nonprofit health care delivery organizations because they must be accountable to institutional pressures of the Roman Catholic Church, in addition to responsiveness to market pressures. Mission statements and values are purported to be the driving force of Catholic institutional identity. Central to the understanding of the Catholic health care delivery sector is the exploration of variation in mission and values statements across the homogeneous field of organizations.
Globalization is having a very negative impact on the world's poorest people. Decisions made in the First World-decisions often based on a profit-oriented ethic-are degrading the quality of life of people in the Third World and taking away their voice. The church is called to act in solidarity to respond to people in need worldwide. It must take a radical stance to promote love, justice, development, and peace.
Although most private health insurance in US is employment-based, little is known about how employers choose health plans for their employees. In this paper, I examine the relationship between employee preferences for health insurance and the health plans offered by employers. I find evidence that employee characteristics affect the generosity of the health plans offered by employers and the likelihood that employers offer a choice of plans.
BACKGROUND: Employers can purchase high quality depression products that provide the type, intensity and duration of depression care management shown to improve work outcomes sufficiently for many employers to achieve a return on investment. The purpose of this randomized controlled trial was to test an intervention to encourage employers to purchase a high quality depression product for their workforce.