[The role of workplace health promotion in the concept of corporate social responsibility]. / Promocja zdrowia w miejscu pracy w koncepcji spolecznej odpowiedzialnosci biznesu (CSR).

Workplace health promotion (WHP) is an idea that was conceived over 25 years ago. At its very core is the wellbeing of employees. The development and dissemination of this notion, as well as the implementation of its basic principles have always been challenged by various theories and practices derived from the field of human resources management. The corporate social responsibility (CSR) is one of such new concepts promulgated within the European Union Based on the literature review, especially European Commission documents, articles retrieved in the EBSCO database, guidelines and guidebooks published by the CSR Forum, other NGOs active in the field, and the publications of the Nofer Institute of Occupational Medicine, the author makes an attempt to compare these two ideas and discuss the coherence between their assumptions. The primary hypothesis was that WHP is an element of CSR. The comparison between CSR and WHP concepts confirm a hypothesis that the latter is an element of the former, which means that activities aimed at taking care of health and well-being of employees contribute to the creation of a socially responsible company. It indicates that the implementation of both ideas requires multidisciplinary and holistic approach. In addition, the role of social dialog and workers' participation in the company management are strongly emphasized.

Driving improvement in patient care: lessons from Toyota.

Nurses today are attempting to do more with less while grappling with faulty error-prone systems that do not focus on patients at the point of care. This struggle occurs against a backdrop of rising national concern over the incidence of medical errors in healthcare. In an effort to create greater value with scarce resources and fix broken systems that compromise quality care, UPMC Health System is beginning to master and implement the Toyota Production System (TPS)--a method of managing people engaged in work that emphasizes frequent rapid problem solving and work redesign that has become the global archetype for productivity and performance. The authors discuss the rationale for applying TPS to healthcare and implementation of the system through the development of "learning unit" model lines and initial outcomes, such as dramatic reductions in the number of missing medications and thousands of hours and dollars saved as a result of TPS-driven changes. Tracking data further suggest that TPS, with sufficient staff preparation and involvement, has the potential for continuous, lasting, and accelerated improvement in patient care.

How much do kids count in corporate board rooms? Results from the first survey of Fortune 1000 companies.

OBJECTIVE: The objective of this study was to characterize the extent of the business community's commitment to children, particularly with respect to understanding its role in assuring children's health and development, by conducting a survey of the largest US companies. METHODS: A survey of year 2001 Fortune 1000 companies was performed to determine whether their mission statements, vision statements, or guiding principles include a commitment to children; whether they employ people under the age of 18 years in the United States; whether they encourage their employees to mentor children under the age of 18 years; whether they have an affiliated philanthropic foundation; whether their company's philanthropy focuses specifically on children; and whether they participate in any activities that particularly help disadvantaged children. The survey consisted of 2 mailings followed by phone calls to companies to obtain answers to the questions listed above and answers to additional questions that asked specifically about the company's financial expenditures for parental leave, child care, and healthcare for children of employees and about the company's specific philanthropic giving aimed at helping children. Descriptive information about some of the ways that companies impact the lives of children was also obtained to provide context for the responses. RESULTS: Data were obtained from 333 year 2001 Fortune 1000 companies (33%) between March 20, 2002 and March 20, 2003, with a good representation of all industry sectors. These data suggest that approximately 33% of the companies that responded have mission statements, vision statements, or guiding principles that specifically include a commitment to children. Employment opportunities for children under the age of 18 years in the United States exist at approximately 41% of these companies. These companies clearly see mentoring as a major theme, with 77% of them encouraging their employees to mentor children under the age of 18 years. Approximately 60% of the companies that responded support affiliated, independent philanthropic foundations, and approximately 55% of companies indicated that they focus their philanthropy specifically (although not exclusively) on children. Approximately 80% of these companies indicated that they participate in at least one activity that helps disadvantaged children. Many companies faced challenges in estimating their overall investments in children, particularly given their large and decentralized nature, but they were able to provide an overall sense of their commitment and they indicated that they could provide quantitative data prospectively if they knew it would be requested. CONCLUSION: Many companies that responded play a major role in supporting children's health and development in the United States both directly and indirectly. Further efforts to better quantify the business community's aggregate commitments to improving children's health and development should be sought to allow better estimation of the amount of resources expended and the impact of these investments on children.

Six Sigma: adapting GE's lessons to health care.

By using a manufacturing management approach to improving quality and efficiency, a New Jersey health system is transforming its culture of quality and seeing highly positive results.

Is vertical integration adding value to health systems?

Vertical integration is a concept used by health systems when attempting to achieve economies of scale, greater coordination of services, and improved market penetration. This article focuses on the actual outcomes of utilizing vertical integration in the health field and then compares these findings with those reported in other industries. This analysis concludes that this organizational model does not work particularly well in the health industry, as illustrated by health alliances' poor fiscal performance when they acquire physician practices or when they start their own HMO plans.

Judo strategy. The competitive dynamics of Internet time.

Competition on the Internet is creating fierce battles between industry giants and small-scale start-ups. Smart start-ups can avoid those conflicts by moving quickly to uncontested ground and, when that's no longer possible, turning dominant players' strengths against them. The authors call this competitive approach judo strategy. They use the Netscape-Microsoft battles to illustrate the three main principles of judo strategy: rapid movement, flexibility, and leverage. In the early part of the browser wars, for instance, Netscape applied the principle of rapid movement by being the first company to offer a free stand-alone browser. This allowed Netscape to build market share fast and to set the market standard. Flexibility became a critical factor later in the browser wars. In December 1995, when Microsoft announced that it would "embrace and extend" competitors' Internet successes, Netscape failed to give way in the face of superior strength. Instead it squared off against Microsoft and even turned down numerous opportunities to craft deep partnerships with other companies. The result was that Netscape lost deal after deal when competing with Microsoft for common distribution channels. Netscape applied the principle of leverage by using Microsoft's strengths against it. Taking advantage of Microsoft's determination to convert the world to Windows or Windows NT, Netscape made its software compatible with existing UNIX systems. While it is true that these principles can't replace basic execution, say the authors, without speed, flexibility, and leverage, very few companies can compete successfully on Internet time.

Henry Ford achieves smooth integration.

Henry Ford saw the value of vertical integration early in the automobile industry and applied it to health care as well when he founded a hospital in 1915 that eventually would anchor the Henry Ford Health System. Provider components include hospitals, home health agencies, nursing homes, a managed care plan, physician practices, and freestanding outpatient surgery centers. Strong governance and information systems are key to successful integration.

Different features of work systems in Indonesia and their consequent approaches.

Indonesia, with its ultimate development goal of "developing the people and the community as a whole," in fact is facing problems in the execution of this goal. With a population of more than 200 million persons, different in sociocultural background, educational level and environmental conditions, it is understandable that the process and results of technological choices and transfers for various target groups will be different. A wide range of work systems is found, from the simplest man-tool system to the most complex. The conditions are becoming even more complex, a phenomenon especially evident through studies of their sociocultural, psychological, and environmental factors. As a consequence, if success is to be gained in anticipating and understanding the role of Indonesia in the global competition that lies ahead, a very wise approach to the situation by using local values that are often based on traditional habits and customs in a modern context should be carried out. This approach will require an immense amount of time, dedication and effort. Improvement endeavors that have been carried out in different work systems in different types of activities and industries, showed that if the improvement to be sustained, a holistic, systemic, and interdisciplined participatory approach should be taken into consideration where the technical, economical, ergonomic, sociocultural, energy, and environmental factors will play significant roles.

Employee suggestion programs: the rewards of involvement.

Successful ESPs are the products of a great deal of effort by managers, administrators, teams, individuals, and reviewers, who are all striving to achieve the goals of increased profitability and enhanced employee involvement. A review of the literature indicates that there are several prescriptions that will increase the likelihood of a successful ESP (see the box). Today's American business prophets sound ceaseless calls to arms in the name of "world class performance," "global competitiveness," "total quality management," and a variety of other buzz terms. A burgeoning industry has evolved that promises, through speeches, teleconferences, seminars, and consulting contracts, to teach American organizations how to achieve excellence. In the face of a sputtering economy and unrelenting competitive pressure, today's managers must translate these laudatory ideals into hands-on reality without sacrificing the firm's profit margin to experimentation. If any idea can help an organization achieve improvement through a workable program, then that idea and that program deserve real consideration. An ESP represents an opportunity to tap the intelligence and resourcefulness of an organization's employees, and by doing so, reap significant cost savings. Those companies and managers that have an ESP program uniformly list economic advantages first when describing the benefits of their employee suggestion programs. But there is another deeper and longer term benefit inherent in an ESP. These programs allow employees to become involved in their organization; they drive deaccession to lower levels, they give employees more responsibility, they foster creative approaches to work, and they encourage creativity in pursuit of company goals.(ABSTRACT TRUNCATED AT 250 WORDS)

The power of health care value-adding partnerships: meeting competition through cooperation.

Given the hypercompetitive health care industry, proposing cooperation as a means to survive and prosper appears radical. This article develops a case for the formation of a health care value-adding partnership as a viable, if not preferred, alternative to the integrated health care system owned and controlled by a single entity. The conceptual and the practical aspects of obtaining voluntary cooperation are addressed, and examples of successful value-adding partnerships are presented.