Developing an organisational and technologic model for making managerial decisions in a network of rehabilitation hospitals

The investigation is aimed to shape and present arguments under an organisational and technologic model for a network of rehabilitation hospitals that would underpin well-founded managerial decisions on improving performance of a healthcare organisation. The author considers a range of organisational and technologic models, their algorithms, practical results achieved after adapting these models and compares their advantages and applicability. Application of an ‘input-output’ model has revealed a wide range (350) of diseases of MSD patients with this fact affecting heavily surgery processes and physical education as well. The analysed mathematical model of how feedback affects the flow of patients who come to a hospital shows that important are factors of promotion and patients who choose alternative recovery methods, not just a number of cured patients, patients who continue their treatment and dissatisfied patients. An operational analysis of patient attendance reveals that efficiency may decline due to an imbalance between short time a doctor examines their patient and long classes at the gym with instructors. Attendance analysis using a ‘fulfillment-importance’ matrix reveals that about a half of performance aspects needs to be improved at LPR hospital though not urgently. Following the investigation results, a Balance Score Card was designed for a network of LPR hospitals and this facilitated setting main goals on improving their performance. Comparison of the network models shows that their applicability differs and in totality they help achieve meaningful results in improving performance of the organisation.