Organizational Resilience Among Health Organizations in Israel (original) (raw)
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Organizational Resilience in Healthcare Organizations: A Research in the Public and Private Sector
Afet ve Risk Dergisi, 2022
Organizational resilience is the ability of an organization to plan, organize emergency, crises, intervention, and resurgence in terms of business continuity. The evaluation of organizational resilience helps organizations to increase their awareness on environment and their ability to react to threats. In this respect, this paper firstly aims to evaluate and contrast healthcare organizations’ resilience prior to the Covid-19 pandemic. Secondly this paper aims to gather data about the strong and weak sides of healthcare organizations and raise awareness on crises. Besides, it will help healthcare organizations to engage in a fruitful planning process concerning the key risks and crises they face. The research took place in healthcare organizations which have a dynamic and uninterrupted service by nature but have at the same time complexity, diversity, and uncertainty. Data were gathered from the employees of a public university hospital and a private hospital by a survey applied to ...
Contemporary Research on Organization Management and Administration, 2021
The article analyzes the problematic situation of organizational resilience in the face of a pandemic, reveals the importance of managerial solutions for positive changes in the organization. It identifies the key challenges facing the organization during a pandemic and identifies key actions to overcome the challenges and survive the COVID-19 emergency. Organizational resilience factors are compared in order of importance, determined in 2020. The onset of the first wave of the pandemic, and 2021-during the second wave of the pandemic. Purpose-The aim of the article is to reveal the problems that arise in the management of the organization during the emergency, to present possible actions and managerial solutions to overcome those problems and to identify the most important factors of organizational resilience. Design/methodology/approacha quantitative study of empirical data was performed. Research methodquestionnaire survey and descriptive statistical analysis. The results of the study are summarized in the tables. Findings-The analysis of the scientific literature revealed the consequences of the COVID-19 pandemic and the significance of management solutions for organizational resilience. The study identified the main problems that arise in the management of the organization during the emergency, the actions to solve those problems and revealed the most important factors of organizational resilience in the organization during the emergency. Research limitations/implicationsthe survey was conducted by distributing the questionnaire Apklausa.lt. system. The link of the questionnaire was sent to 120 addressees-by e-mails of the institutions indicated on the Internet, 63 completed questionnaires were returned. Because of this limitation, the insights of the study can only be seen as general trends. Practical implicationsthe results of this study can be useful for managers of organizations in making managerial decisions to recover from the difficulties caused by a pandemic, to continue operations and to strengthen organizational resilience. Originality/Valuecomparing 2020 and 2021. research results, the author of the article identified the most important factors of organizational resilience during the COVID-19 pandemic. The actions identified in the study to help overcome difficulties during a pandemic will help organizations to stay afloat and strengthen organizational resilience.
Journal of Nursing Management
Aim. The current article aims to gain insight into (a) what characterises organisational resilience during an unexpected crisis such as COVID-19 and (b) how organisations respond to developments in their environments. Background. In times of societal crises, such as the COVID-19 pandemic, the resilience of the healthcare organisation is tested. Method. This research is based on a case study in a university hospital and a county hospital in Sweden using surveys with both structured and open answers. Results. The result shows ambiguity and “polarised” experiences, emphasising flexibility vs. structure, clear hierarchical information vs. spaces for peer learning through dialogue, and focus on acute care vs. determination to continue with core operations. Conclusion. The article concludes that the pandemic resulted in paradoxes, tensions, and new experiences in organisational processes and interactions. These create opportunities for learning not only during crises but also for improvin...
2020
Since the Fukushima accident, the international atomic energy agency (IAEA) has highlighted the importance of enhancing organizational resilience to adapt to unexpected situations [1]. Resilience can be defined as the intrinsic ability of a system or an organization to adjust its functioning before, during, or following changes and disturbances so that it can maintain required operations under both expected and unexpected situations [2]. Following the resilience concept, organizational resilience can be defined as the ability of the organization to face disruption and unexpected events thanks to the strategic awareness and linked operational management of internal and external shocks [3]. The concept of resilience has been applied to enhance safety in many fields such as aviation, healthcare, railways, power plant, and social infrastructure. However, very few studies have been conducted for nuclear power plants (NPPs). This study aims at identifying contributing factors to the resil...
Resilience of hospital staff facing COVID-19 pandemic: Lessons from Israel
Frontiers in Public Health
IntroductionThe COVID-19 pandemic has placed additional burden on already strained healthcare systems worldwide, intensifying the responsibility and burden of healthcare workers. Although most hospital staff continued working during this stressful and challenging unprecedented pandemic, differences in the characteristics and attributes were noted between sectors and hospital departments. Israeli healthcare workers are trained and experienced in coping with national emergencies, but the pandemic has exposed variations in staff reactions. Understanding the intrinsic differences between sectors and departments is a key factor in staff and hospital preparedness for unexpected events, better resource utilization for timely interventions to mitigate risk and improve staff wellbeing.ObjectiveTo identify and compare the level of resilience, secondary traumatization and burnout among hospital workers, between different sectors and hospital departments, during the COVID-19 pandemic.MethodsCro...
HEALTH SYSTEM AND ORGANIZATIONAL RESILIENCE OF PUBLIC HOSPITALS IN BATANGAS PROVINCE
IOER International Multidisciplinary Research Journal, 2021
In highly volatile and uncertain times, organizations need to develop a resilience capacity which enables them to cope effectively with unexpected events, bounce back from crisis and foster future success. This study is meant to deepen the understanding of the public health system and the embedded construct of resilience of public hospitals in the province of Batangas. Adapted from the Health System Rapid Diagnostic Tool (2012) and Organizational Resilience Capability Assessment (2016), the study aimed to come up with a typology of the public hospitals in the province based on their health system and organizational resilience. Results revealed that public hospitals in the province of Batangas have a good achievement in the standards of health workforce while fair achievement in terms of service delivery, information, financing, medicines and leadership and governance. It revealed that the public hospitals have a defined level of resilience and that there is a significant relationship between the health system and organizational resilience. Based on the focus group discussion, the challenges encountered by the public hospitals match the gaps in resources and governance. Lastly, eight public hospitals in the province of Batangas were classified as developing and three as progressive. Health interventions and strategies were also developed to improve resilience during health emergencies and achieve sustainable transformations in the field of health care delivery.
2018
Background: Recent health system shocks such as the Ebola outbreak of 2014–2016 and the global financial crisis of 2008 have generated global health interest in the concept of resilience. The concept is however not new, and has been applied to other sectors for a longer period of time. We conducted a review of empirical literature from both the health and other sectors to synthesize evidence on organizational resilience. Methods: We systematically searched for literature in PubMed, Econlit, EBSCOHOST databases, google, and Google Scholar and manually searched the reference lists of selected papers. We identified 34 papers that met our inclusion criteria. We analysed data from the selected papers by thematic review. Results: Resilience was generally taken to mean a system's ability to continue to meet its objectives in the face of challenges. The concepts of resilience that were used in the selected papers emphasized not just a system's capacity to withstand shocks, but also to adapt and transform. The resilience of organizations was influenced by the following factors: Material resources, preparedness and planning, information management, collateral pathways and redundancy, governance processes, leadership practices, organizational culture, human capital, social networks and collaboration. Conclusion: A common theme across the selected papers is the recognition of resilience as an emergent property of complex adaptive systems. Resilience is both a function of planning for and preparing for future crisis (planned resilience), and adapting to chronic stresses and acute shocks (adaptive resilience). Beyond resilience to acute shocks, the resilience of health systems to routine and chronic stress (everyday resilience) is also key. Health system software is as, if not more important, as its hardware in nurturing health system resilience.
The Health Organization Resilience in Covid-19 Pandemic
2022
Background: Health care facilities are responsible for preventing and controlling diseases and must have su cient resilience to deal with crises. Iranian health care facilities have faced challenges in managing COVID-19. The purpose of this study was to identify the challenges to the resilience of Iranian health care facilities during the COVID-19 pandemic and to provide appropriate solutions. Methods: This qualitative study was conducted with a phenomenological approach and using semistructured interviews with 59 managers, policy makers, health system experts, and faculty members. The participants were selected through snowball sampling. Thematic analysis was used to analyze the data. Results:The resilience challenges of Iranian health care facilities were classi ed into eight groups: leadership and management; planning; organizational culture; organizational learning; employee management; customer management; resource management; and process management. The most important resilience challenges were: lack of an integrated management system; poor leadership; incompatibility of the management system and the network structure; lack of a national program; poor case detection program; lack of resources; ine cient information system; negative attitude of managers and employee; organizational inertia; failure to build on lessons learned from crises; lack of workforce preparedness; lack of community-based management; declining social capital; and lack of oversight. Managers must use community-based, evidence-based, and integrated management to build resilience against COVID-19, have su cient knowledge and experience to organize operations, use appropriate and effective coordination models, develop a creative and participatory culture, reengineer structures and processes, and provide the necessary resources. Conclusion: Iranian health care facilities face challenges that prevent them from becoming resilient, responsive, and e cient in managing COVID-19. It is essential that policy makers and managers take the necessary steps to address these issues. Background The health system is the organization of people, groups, and institutions in the public and private sectors that make policies, provide resources, and deliver health care to restore, promote, and maintain public health [1]. Leadership and governance, nancing, health workforce, equipment and supplies, health information systems, and service delivery are are six building blocks to achieve the health system goals [2]. These building blocks must be equitable, quality, responsive, e cient, and resilient [3]. Health care in Iran is provided within a network that provides services at three levels: primary, secondary, and tertiary care. Primary care is concerned with prevention and health education for individuals and communities, diagnosis and treatment of diseases, ghting infectious and non-communicable diseases, occupational health services, and provision of services during disasters and epidemics.
Global Journal of Flexible Systems Management
In the context of a health crisis of unprecedented magnitude that we have experienced such as COVID-19 we join the efforts of practitioners and researchers to answer the question: 'What is the organizational context that promotes individual adaptation in a context of adversity?'. Specifically, our research aims to explore organizational practices that promote individual resilience in a COVID-19 crisis situation and in a Tunisian context. Therefore, we believe that the paradigm (resilience in the face of the COVID-19 crisis) and the context (Tunisian) both constitute the originality of our article. Our research contribution consists in demonstrating that the company has a managerial need to strengthen the psychological protective factors of its employees, which will promote their individual resilience in the organization. This necessarily leads it to develop the individual's defense mechanisms against trauma, psychological reconstruction and post-resilience learning. This modeling of resilience allowed us to observe and recognize it in sixteen Tunisian companies by using a qualitative study based on sixteen semi-structured interviews analyzed by the 'Nvivo 12' software in order to explore the functioning of individual resilience in a real organizational context.
Better than before: the resilient organization in crisis mode
Journal of Business Strategy
Purpose The paper aims to adopt a strategic view of organizational survival and argue that preparedness, responsiveness, adaptability and learning abilities constitute organizational drivers of resilience and provide a new direction on crisis management. Design/methodology/approach As a conceptual and literature exploration, the methodological focus is to combine various concepts within a unified model for resilience. Findings The proposed conceptual model highlights the need for strategic reconfigurations toward the construction of a resilience culture and the development of a supporting social capital in organizations. It also portrays organizational survival and sustainability as being dependent on strategic characteristics rather than on the managerial ability to handle situations and manage crisis. Research limitations/implications In this paper, implications, methodological concerns in the study of resilience and further research directions have been presented. Practical impli...