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Reengineering and infection control programs: commentary and a case study.

M Jackson1, R M Massanari

  • 1Department of Nursing Research and Education and the Epidemiology Unit, University of California San Diego Medical Center, San Diego, CA 92103-8929, USA.

American Journal of Infection Control
|February 26, 2000
PubMed
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Healthcare system reengineering in the 1990s aimed to cut costs but created challenges for bureaucratic organizations. Lessons learned from an academic health system can guide infection control professionals (ICPs) facing similar changes.

Area of Science:

  • Healthcare Management
  • Organizational Change
  • Public Health Policy

Background:

  • Healthcare systems undergo continuous transformation, with recent decades emphasizing cost reduction alongside technological advancements and quality demands.
  • The 1990s saw widespread adoption of business management principles, particularly corporate "reengineering," applied to healthcare cost containment.
  • This approach often overlooks the unique bureaucratic structures and resistance to change inherent in healthcare organizations.

Purpose of the Study:

  • To review the principles of corporate reengineering and analyze their application within healthcare systems.
  • To examine the potential problems arising from cost-containment strategies like market forces, competition, and downsizing in healthcare.
  • To provide practical lessons for infection control professionals (ICPs) navigating organizational changes and cost-reduction initiatives.

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Main Methods:

  • A review of reengineering principles and their theoretical application to healthcare.
  • Analysis of cost-containment strategies commonly employed in healthcare settings.
  • Presentation of a case study from a large metropolitan academic health care system.
  • Identification of lessons learned relevant to infection control practices.

Main Results:

  • Reengineering strategies, while aiming for efficiency, can introduce significant challenges for bureaucratic healthcare systems.
  • Market forces, competition, and downsizing can disrupt established healthcare operations and impact quality of care.
  • Academic health systems face unique pressures when implementing corporate-style reengineering.
  • Infection control professionals require specific insights to manage changes effectively.

Conclusions:

  • The application of corporate reengineering to healthcare requires careful consideration of organizational capacity for change.
  • Cost-containment strategies must be balanced with the need for quality care and operational stability.
  • Infection control professionals (ICPs) must be prepared to adapt to and influence organizational changes driven by economic pressures.
  • Learning from real-world case studies is crucial for developing effective strategies in infection control amidst healthcare transformation.