Showing 11 results for mosadeghrad
Alimohammad Mosadeghrad, Mohammad Arab, Arezo Mojbafan,
Volume 15, Issue 4 (1-2017)
Abstract
Introduction: In the hospital’s environment, conflict is unavoidable due to differences in gender, educations, and Career goals, frequent and complex interactions between their personnels. Both of two extremely level of conflict (minimum & maximum) are preventing desired performance. Appropriate level of conflict should avoid recession, encourage creativity and reduce stress. The present research aims to determine the amount of conflict in Tehran University of Medical Science’s hospitals. (TUMS).
Method: This study is descriptive - analytic. The study population consists of 706 managers (senior, intermediate, basic) from 14 hospitals affiliated with TUMS. Data was collected by a self-made questionnaire and was analyzed with SPSS software.
Results: The level of conflict in Tehran University of Medical Science’s hospitals was average. 84% of total conflict was caused by organizational factors. There were a significant association between conflict and level of management, educations, work experience, type of unit, bed numbers, the number of employee under supervision, conflict management training course
Conclusion: Hospital managers should change their organizational cultures and revise some structural variables such as goals, procedures… In order to maintain the optimal level of conflict.
Keywords: Conflict, a mount of Conflict, Managers, Hospital.
Mahnaz Afshari , Dr. Alimohammad Mosadeghrad , Dr. Mohammad Arab ,
Volume 16, Issue 1 (4-2017)
Abstract
Background: The health system of Iran is suffering from resources shortage. The health insurance companies (payers) do not confirm all hospitals’ claims (bills) and as a result do not reimburse them completely. Decreasing the amount of these deductions helps healthcare managers to use their resources efficiently. This study aimed to examine the impact of a quality management model on reducing the amount of healthcare insurance deductions at operating theatre department of Valiasr hospital in 2014-2015.
Materials and Methods: A participatory action research was used for the intervention. A quality improvement team was established and using the ten-step quality management model improved operational processes at operating theatre department. Related data were collected before and after the intervention to determine the effect of quality management system on deductions.
Results: The average deduction per patient at the beginning of the study was 339572 Rials. Illegible and uncompleted patient’s medical records, using wrong codes of surgery and anesthetics in documents and miscalculation were the main reasons of deductions. The reasons for deductions were identified and appropriate solutions were applied to decrease the amount of deductions at operating theatre department. The average deduction per patient at the end of study was 262818 Rials. The amount of deductions has decreased from 6.9 % to 3.8 %. The quality management system helped reduce the amount of deductions by 44.9%.
Conclusion: Implementing an appropriate quality management model appropriately helps reduce deductions in hospitals effectively
Mobin Sokhanvar, Dr Alimohammad Mosadeghrad,
Volume 16, Issue 2 (7-2017)
Abstract
Background: Organizational culture has a crucial role in hospitals’ productivity. The success or failure of strategies and plans in organisational change depend on organizational culture. This study aimed to examine the organizational culture of Tehran hospitals in 2014.
Material and Methods: This descriptive-analytical study was carried out in 18 hospitals (public, private and semi-public hospitals) that were selected out of 114 hospitals of Tehran using quota- randomized sampling method. About 696 employees in diagnostic, curative, administrative and logistic departments participated in the study. Data was collected through a valid and reliable questionnaire and analyzed using SPSS20. Spearman, U Man- Whitney and Kruskal- Wallis statistical tests were applied.
Results: The mean score of organizational culture was 3.62 out of 6 (moderate). There was a significant relationship between organizational culture and the type of hospitals (p=0.002). The mean score of organizational culture was higher in Private and Semi-public ecurity hospitals respectivey. Attention to details and customer orientation dimensions were high in public and semi-public hospitals and private hospitals respectively. The most and the least mean score of organizational culture was related to administrative and support services units.
Conclusion: Organization culture was evaluated in moderate status in hospitals of Tehran city. Thus, it is recommended that hospital managers improve hospitals 'organizational culture specially in creativity, innovation, integration and teamwork dimensions using organizational engineering culture plans.
Dr Alimohammad Mosadeghrad, Erfan Shakibaei,
Volume 16, Issue 3 (11-2017)
Abstract
Background: Accreditation is an appropriate strategy for improving the quality, safety and effectiveness of hospital services. Iran national hospital accreditation was initiated as a government and mandatory program in 2012. This study aimed to identify the prerequisites of hospital accreditation implementation in Tehran province hospitals.
Materials and Methods: This qualitative study was performed using semi-structured interviews with 72 managers in different level from 15 university, private, military, social security and charity hospitals in 2016. Hospitals were selected purposefully through Tehran province hospitals. Content analysis was used in order to data analysis.
Results: Pilot testing of standards before announcing to hospitals for implementation, education and training of hospital managers and employees on accreditation standards, providing required resources, allocating enough time for implementing the standards and providing incentives for implementing standards are the main hospital accreditation prerequisites. Absence of these prerequisites in accreditation implementation resulted in huge challenges for hospital managers and employees.
Conclusion: Providing the accreditation prerequisites for hospitals facilitates implementation of hospital accreditation in hospitals which in turn results in quality improvement, safety and hospital services effectiveness.
Dr Alimohammad Mosadeghrad, Dr Ebrahim Jaafaripooyan , Mahdi Abbasi,
Volume 17, Issue 1 (5-2018)
Abstract
Background: The success of organizations depnds on their managers’ performance. This study aimed to measure hospital managers’ performance in the city of sari in 2017, Iran.
Materials and Methods: About 294 top, middle and first-line managers working in the hospitals in Sari (including four public, two private and one social security hospital) particaipated in this descriptive and cross-sectional study. A valid and reliable questionnaire was used to assess managers’ performance in eight functions including decision making, planning, organizing, coordinating, leadership, communication, budgeting and control. SPSS software, the 21st version, was used for data analysis.
Results: The mean score of hospital managers’ performance was 3.87 out of 5. Managers scored high in organizing (4.12), leadership (4.06), and decision making (3.97) and low in budgeting (3.27), planning (3.83), and coordinating (3.84). Managers’ performance was linked to their age, marital status, education level, and educational background. Those managers who worked in a position related to their educational background had better performance.
Conclusion: Hospital managers rated their performance as good. Measuring managers’ performance, determining their strengths and weaknesses and applying corrective actions are beneficial to the improvement of hospitals’ performance.
Dr Alimohammad Mosadeghrad, Mahnaz Afshari, Rahman Nasrolahi, Sareh Daneshgar, Rasoul Corani Bahador ,
Volume 17, Issue 2 (9-2018)
Abstract
Background: Insurance companies sometimes do not reimburse hospitals completely. Reducing the amount of deduction of bills increases hospital’s income and efficiency. This study compares the deductions imposed by social insurance organization on Imam Khomeini hospital’s bills before and after the implementation of health transformation plan.
Material and Methods: Data of this descriptive-descriptive study calculated from the deductions applied to the hospital of outpatient and inpatient bills of social insurance organization in second six months of 2013 (before implementation of health transformation plan) and the same time of 2014 (after implementation of of health transformation plan). This quasi experimental study was conducted using the data. Data was analyzed by SPSS software using paired t test.
Results: The bill deductions in the second six months of 2013 compare to the same time in 2014 were 2.9 and 11.1 percent, respectively. Hospital bill deductions increased 282.8 percent after the health transformation plan implementation. The deductions on inpatients and outpatients records increased 6 and 12 times, respectively. Most deduction was imposed on surgical and laboratory bills in 2013 and on radiotherapy, chemotherapy and hoteling bills in 2014.
Conclusion: Deductions of hospital bills extremely increased from social insurance organization after implementation of health transformation plan. In order to identify deductions causes, providing related education to staff and physicians and relative process improvement are necessary.
Dr Ebrahim Jaafaripouyan, Dr Alimohammad Mosadeghrad, Abbas Salarvand,
Volume 17, Issue 3 (11-2018)
Abstract
Background: Accreditation is one of the health sector evaluation methods that used to promote healthcare quality. The study aimed to identifiy the strength and weakness of accreditation surveyors and the impact of their performances.
Materials and Methods: This study is a qualitative research which conducted between hospital accreditation stakeholders in 2016- 2017. Data were gathered using semi-structured interviews and analyzed by a thematic analysis method.
Results: The findings of in strengthen were categorized in 7 themes. The main strengthen was acceptance of accreditation by surveyors, educational approach, reputation, personal effort to develop knowledge and skills, and existence of senior surveyors. Our results for weakness were classified in 8 themes. The main weaknesses were lack of sufficient knowledge, experience, skills and weakness in personal characteristics. Based on the findings, the accreditation surveyors’ performance was evaluated as under-moderate in past two periods of hospital accreditation. The interviewees announced that weakness of surveyors’ performances was one of the main effective factors of low stability of accreditation results.
Conclusion: Recruitment of surveyors based on main competence, education and empowerment of surveyors, and assessing the surveyors can lead to more validity of accreditation results and finally lead to increasing the commitment of hospitals to quality.
Dr Ali. Mohammad Mosadeghrad, Dr Parvaneh Esfahani,
Volume 18, Issue 3 (10-2019)
Abstract
Background: Strategic planning is an appropriate strategy for improving hospitals’ performance and increasing managers’ responsiveness and accountability. Iranian hospitals were requested to have mandatory strategic plans due to the accreditation requrements since 2012. As a result, they faced several challenges in formulating and implementing strategic plans. Hence, this study aimed to identify the perquisites of hospital strategic planning.
Materials and Methods: This qualitative study was conducted using semi-structured interviews with 47 managers of teaching, private, military, social security and charity hospitals in 2016. Hospitals were selected purposefully from Tehran province hospitals. Content thematic analysis was used for data analysis using inductive approach.
Results: Justifying the need for strategic planning, using an appropriate strategic planning model, training hospital managers and employees on strategic planning process, providing necessary resources, promoting a collaborative and innovative culture, providing incentives for formulating and implementing strategic plans and managers’ and employees’ commitment and involvement are the main prerequisites of strategic planning in hospitals.
Conclusion: Hospitals managers must commit the strategic planning prerequisites prior to formulating and implementing strategic plans. Otherwise, they will encounter several serious challenges.
Masoud Etemadian, Ali Mohammad Mosadeghrad, Mahmoud Reza Mohaghegh Dolatabadi, Hamed Dehnavi,
Volume 19, Issue 1 (4-2020)
Abstract
Background: Public-private partnership (PPP) in constructing and operating hospitals is a good strategy to provide high quality services to people at lower cost for the government. However, PPP is facing several challenges. The objective of this research was to identify and explore the PPP challenges in building Moheb Yas hospital in Tehran, Iran.
Materials and Methods: A qualitative approach was used for this case study in 2018. In-depth semi-structured interviews were conducted with 24 key stakeholders, managers and employees who were involved in PPP initiative implementation using purposive and snowball sampling methods. Thematic analysis approach was used for data analysis.
Results: Moheb Yas hospital was built in the yard of a public hospital (Co-location PPP) by the private entity. Then, the public hospital was moved into the private hospital. The new hospital was transferred to the government after one year owing to some challenges. These challenges include an inappropriate PPP model, low government capacity and competency in PPP, low trust in private partner, difficulty in funding the project, demolishing the old building, applying for hospital licences, merging two public and private hospitals, and difficulties in equipping the new hospital with human and physical resources.
Conclusion: The PPP was not successful in this case. Although PPP initiatives have benefits for the health system, but, it comes with numerous challenges especially in developing countries owing to disparate goals, incentives, and management practices of public and private sectors. The research findings provide useful insights for policy makers and senior managers in health systems in similar countries about the main barriers of PPP initiatives in the health sectors.
Ali Mohammad Mosadeghrad, Fatemeh Khalaj,
Volume 19, Issue 1 (4-2020)
Abstract
Background and purpose: Electrocautery is a very important tool in surgery. Electrocautery burn is a common side effect of operation surgeries. Quality management is a useful strategy for improving the quality and safety of hospital services. The objective of this study was to examine the impact of quality management on reducing electrocautery burns.
Materials and methods: A participatory action research was conducted in the operating theatre of a hospital in Tehran, Iran, in 2013 and 2014. A quality improvement team was established in the hospital operating theatre. The quality improvement team using an 8-step quality management model, standardized working processes, identified quality goals for the processes and improved them until achieved the quality goals. Data on electrocautery burns was collected before and after the intervention and compared.
Results: Electrocautery burn rate was 0.40% in 2012. A wet patient due to sweating or washing during the surgery, in-appropriate patient position, faulty earth well, faulty anti-static mattress and long usage of electrocautery devices were the main reasons of electrocautery burn injuries. Accordingly an action plan was developed and implemented for preventing and reducing electrocautery burns. Consequently, electrocautery burn rate was reduced to 0.21% and 0.02% in 2013 and 2014. Electrocautery burn was significantly reduced by 95% in two years.
Conclusion: Electrocautery burns can be easily prevented using the quality management strategy. Implementing an appropriate quality management model appropriately in a supportive environment enhances the safety of hospital services.
Fatemeh Kazemi, Alimohammad Mosadeghrad, Ahmadreza Yazdan Nik, Mohammadali Cheraghi,
Volume 21, Issue 4 (1-2023)
Abstract
Context: The intention to quit is a step before the actual leaving the job. The complex conditions of treating covid 19 patients, nurses physical pressures and mental tensions during the covid-19 pandemic, encourage them to quit their jobs. The present study was conducted to determine the factors related to the willingness of nurses to quit during the covid-19 pandemic in the hospitals of Isfahan city.
Method: 416 nurses working in the hospitals of Isfahan participated in this cross-sectional descriptive-analytical research in the form of quota sampling and systematic random stratification. The data collection tool was a researcher-made questionnaire with high validity and reliability (0.95) that measured the intention to quit of nurses during the covid-19 pandemic in 4 dimensions of individual, occupational, organizational and transorganizational factors. SPSS version 25 software was used for data analysis.
Findings The average score of nurses' willingness to leave during the corona pandemic in Isfahan hospitals was 2.98 out of 5. The average of Transorganizational factors (3.30) was higher than the average of organizational factors (3.05) in driving the intention to leave of nurses. A relation was seen between demographic information such as; received compensation, secondary job and total income and intention to quit.
Conclusion: During the covid-19 pandemic, several factors lead to the quit in the group of nurses. Since the willingness to leave the job in public hospitals is higher than in private hospitals, managers of these organizations should pay more attention to evaluating factors, determining their impact and making effective decisions.
