Author/Editor		Fakin, Samo
Title		Prevod vodil poslovne odličnosti
Type		članek
Source		In: Kakovost v zdravstvu. 12. strokovno srečanje ekonomistov in poslovodnih delavcev v zdravstvu; 2005 maj 12-13; Otočec ob Krki. Ljubljana: Društvo ekonomistov v zdravstvu,
Publication year		2005
Volume		str. 76-85
Language		slo
Abstract		The model of business excellence is a tool that can be used to establish the whole quality of an organisation. It is of general application; therefore it is also applicable to health care organizations. Organization that wants to be successful needs to restore adequate management. The model of business excellence is a practical tool, which helps them to achieve that kind of management. At the same time, it shows them their position on the way to excellence. Business excellence model is based on two parts: factors and results. It can be briefly described as: excellent results of an activity, perceived by the consumers (patients), employees and a society, are achieved by leadership, which is a momentum of the politics and strategy, employees, partnership and resources, and processes. The estimation with the model does not show the actual procedures that need to be improved. It only shows our weakness. Zhe improvements depend on the actual condition our organization is in and on goals that we want to achieve.The EFQM model is not very popular in Slovenian health care system. The most common arguments are that the model is too common and it does not show all the specifics of the health care system. It also doas not provide answers on how to measure the quality of diagnostic and therapeutic procedures. However, the model is not to be used just for the improvement of diagnostic and therapeutic procedures but for the improvement of the whole organization. Individual processes are just part of the whole model. The questions of the model were translated into statements and adjusted to all the activities in hospitals. By doing this, the basic guidelines for a more effective management of the hospitals are achieved.
Descriptors		TOTAL QUALITY MANAGEMENT MANAGEMENT QUALITY CIRCLES INSTITUTIONAL MANAGEMENT TEAMS PERSONNEL MANAGEMENT HEALTH POLICY HEALTH CARE COSTS PATIENT SATISFACTION JOB SATISFACTION