| Budget Amount *help |
¥3,250,000 (Direct Cost: ¥2,500,000、Indirect Cost: ¥750,000)
Fiscal Year 2011: ¥650,000 (Direct Cost: ¥500,000、Indirect Cost: ¥150,000)
Fiscal Year 2010: ¥1,300,000 (Direct Cost: ¥1,000,000、Indirect Cost: ¥300,000)
Fiscal Year 2009: ¥1,300,000 (Direct Cost: ¥1,000,000、Indirect Cost: ¥300,000)
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| Research Abstract |
The purpose of this study is to analyze the advanced governance systems in Japanese hospitals first introduced by the British National Health Service(NHS) in the 2000s and to identify their academic and practical implications for hospital management in Japan. Japanese hospitals tend to have a deficit balance and often provide inefficient medical services to patients. Thus, drastic management reforms need to be implemented in Japanese hospitals. On the other hand, hospitals in British began providing good medical care to patient after Tony Blair implemented the NHS plan in 2000 which led to an increase in healthcare expenditure and improvement of the medical delivery system. Secondary hospitals make greater efforts to facilitate stakeholders' participation on the managing board. The number of medical staff members in primary services is increasing. In this qualitative study, I conducted several interviews in British hospitals and identified some implications of the new systems for both private and public hospitals in Japan. I observed better transparency and more active stakeholder' participation in boards in secondary hospitals(foundation trusts). On the other hand I found that medical doctors in clinic receive huge financial and nonfinancial incentives.
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