Syndetics cover image
Image from Syndetics

Peking University People's Hospital : an IT-led upgrading in the new healthcare reform / F. Warren McFarlan, Ning Jia, Weiqu Liu & Hong Zhang.

By: Contributor(s): Material type: TextSeries: Publisher: [London] : SAGE, 2016Description: 1 online resource : illustrations (black and white, and colour)Content type:
  • text
  • still image
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781473962262 (ebook) :
Subject(s): DDC classification:
  • 362.110684 23
Online resources: In 2006, Dr Wang Shan was appointed as the president of Peking University People's Hospital (hereafter referred to as PKUPH), a large class 3A public hospital in China. Prior to his appointment, PKUPH had experienced three consecutive years of financial losses due to poor internal management. No standard operating procedure was established to prescribe the level of activity expected from each responsible person or decision units, and the amount of resources that a responsible party should use in achieving that level of activity. No formal management control systems were installed to collect, process, analyse accounting (particularly cost-related) information and provide timely feedback to the management. As a result, actual costs significantly exceeded budget. This case study examines this issue.
No physical items for this record

Originally Published in: McFarlan, F. W., Jia, N., Liu, W., & Zhang, H. (2013). Peking University People's Hospital: An IT-led Upgrading in the New Healthcare Reform. 5-913-311. Beijing: Tsinghua SEM China Business Case Center.

In 2006, Dr Wang Shan was appointed as the president of Peking University People's Hospital (hereafter referred to as PKUPH), a large class 3A public hospital in China. Prior to his appointment, PKUPH had experienced three consecutive years of financial losses due to poor internal management. No standard operating procedure was established to prescribe the level of activity expected from each responsible person or decision units, and the amount of resources that a responsible party should use in achieving that level of activity. No formal management control systems were installed to collect, process, analyse accounting (particularly cost-related) information and provide timely feedback to the management. As a result, actual costs significantly exceeded budget. This case study examines this issue.

Description based on online resource; title from home page (viewed on April 27, 2016).

Licensed e-book