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

Av: Medverkande: Materialtyp: TextSerie: Utgivningsuppgift: [London] : SAGE, 2016Beskrivning: 1 online resource : illustrations (black and white, and colour)Innehållstyp:
  • text
  • still image
Medietyp:
  • computer
Bärartyp:
  • online resource
ISBN:
  • 9781473962262 (ebook) :
Ämnen: DDK-klassifikation:
  • 362.110684 23
Onlineresurser: 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.
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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).

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