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Peking University Peoples Hospital: An IT-Led Upgrading in the New Healthcare Reform Case Solution & Answer

In 2006, Dr. Wang Shan was appointed Chairman of the Hospital of Peking University (hereinafter “PKUPH”) people, a large public hospital in Class 3A in China. Prior to his appointment, PKUPH had experienced three consecutive years of financial losses due to internal mismanagement. There is no standard operating procedure was established to determine the expected level of activity of the person or unit responsible decisions, and the amount of resources that the responsible party shall be used to achieve this level of activity. There is no formal control system installed to run collect, process, analyze accounting information (especially in terms of cost) and provide timely management information. Accordingly, actual costs have exceeded the budget. System failures under the supervision and lose control resulting in serious agency problems. To rectify the situation, Wang Shan began a reform driven IT management. In 2012, the reform has made significant and positive results. Annual revenues and profits have increased significantly. Management and operational efficiency is also improved significantly. This case is designed to demonstrate how a complex institutional organization (including hospitals) can overcome institutional challenges and improve the management of IT-centric strategy.
by
F. McFarlan,
Jia Ning,
Liu Weiqi,
Hong Zhang
Source: University of Tsinghua
6 pages.
Date Posted: December 12, 2013. Prod #: TU0052-PDF-ENG
The Hospital of Peking University People: A level of IT-Led Solution updated if the new Health Care Reform

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