Mission management in public hospitals in Hong Kong : the contribution of annual planning

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Mission management in public hospitals in Hong Kong : the contribution of annual planning


Author: Wong, Lai-kuen
Title: Mission management in public hospitals in Hong Kong : the contribution of annual planning
Degree: M.Sc.
Year: 1997
Subject: Hospitals -- China -- Hong Kong -- Administration
Strategic planning
Mission statements
Hong Kong Polytechnic University -- Dissertations
Department: Multi-disciplinary Studies
Pages: viii, 76, [20] leaves : ill. ; 30 cm
Language: English
OneSearch: https://www.lib.polyu.edu.hk/bib/b1403644
URI: http://theses.lib.polyu.edu.hk/handle/200/4361
Abstract: With the adoption of strategic management in the Hong Kong Hospital Authority (HA), constituent hospitals of HA have all formulated their individual hospital mission. Academics have shown the critical role of mission in strategic management and for survival in a market which is likely to arise with the HA as the purchasing agent on behalf of the Hong Kong Government and health services consumers; and have urged to plan and manage mission. This study therefore goes into this important but unexplored area to determine the practice and intention of mission management in public hospitals in Hong Kong. The context from annual planning is particularly selected because the hospital annual plan is the sole official document referring hospital mission. This paper describes an exploratory study which aims at understanding the contribution of annual planning to mission management in three public hospitals selected from convenience sampling. A total of 21 senior members from three hospitals and a senior executive manager from the HA Head Office were interviewed in person. Nine important and relevant dimensions, which had been further operationalized into twenty-four variables, were selected to examine the process and impacts of the annual planning and mission management practice. Findings are analyzed descriptively and then drawn together for qualitative interpretations. As HA has not defined its mission model, the Ashridge mission model which comprises the broadest sense of elements: purpose, strategy, values and behavior standards is employed as the reference model in this study. Findings show that annual planning relates loosely to mission and places emphasis more on the 'strategy' element than the 'value' element. Further interpretations reveal that the annual planning process not only foster no incentive to hospital planners to understand their hospital mission, but also discourages local aspirations; the resultant annual plan may not turn up to support local mission; and annual planning can build up negative reactions from the hospital planners and operational staff. There are signs that dominance of the resources allocation perception on annual planning and the rigid planning template are major obstacles limiting the contribution of annual planning. Assessment against the criteria proposed by literature also demonstrates a poor mission management practice through hospital level annual planning. However, the study notes the potential for annual planning to further contribute to mission management. The potential lies on the belief that annual planning can help strengthening hospital mission through development of the 'value' and 'behavior standards' element under certain conditions; as well as on the positive process outcomes from annual planning which are likely to tighten linkage between strategies and values. In conclusion, annual planning can be a means to mission management if intentionally planned and organized subject to the formulation of a well defined mission components.

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