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Quality Assurance, Health Care. --- Health Care Quality Assessment --- Health Care Quality Assurance --- Healthcare Quality Assessment --- Healthcare Quality Assurance --- Quality Assessment, Healthcare --- Quality Assurance, Healthcare --- Quality Assessment, Health Care --- Assessment, Healthcare Quality --- Assessments, Healthcare Quality --- Assurance, Healthcare Quality --- Assurances, Healthcare Quality --- Healthcare Quality Assessments --- Healthcare Quality Assurances --- Quality Assessments, Healthcare --- Quality Assurances, Healthcare --- Quality Assurance, Health Care

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Nowadays, the realm of safety management is moving from former reactive to more proactive approaches. Consequently, organizational resilience is increasingly regarded as a relevant way to manage performance and safety in many types of organizations. This concept promotes 4 cornerstones to do so: anticipating, monitoring, responding and learning.
However, these competences require a tremendous continual commitment from all staff and stakeholders. The power of influence that some leaders can have on their teams and colleagues might become an explanatory variable of the level of organizational resilience witnessed in all kinds of institutions.
This study takes place in healthcare organizations and focuses on two variables: the quality of the leadership expressed by the heads of medical services and the level of organizational resilience preventing these departments from failure.
This master’s thesis starts with an overview of published literature on leadership and organizational resilience. The two concepts were first defined and afterwards put into the context of healthcare management. Several tools were then explored and chosen to build a relevant questionnaire in order to lead empirical research in several medical departments. The second part of this thesis is dedicated to the aforementioned comparative study. We led our research by meeting with the heads of 10 different medical departments. These qualitative interviews provided us with valuable information about the way the chief medical officers lead their services and the abilities of those to anticipate and monitor risks, respond to unexpected situations and learn from the past.
These empirical results allowed us to identify a resilience profile for each of the visited departments and to assess the quality of the leadership in each of those. Moreover, it enabled us to make clear comparisons between them and to highlight the best practices.
Finally, based on our quantitative assessments, we investigated a hypothetical correlation relation between the quality of the leadership and the level of organizational resilience.

resilience --- healthcare --- hospitals --- organizational resilience --- healthcare resilience --- resilient healthcare --- leadership --- management --- healthcare leadership --- safety management --- performance management --- healthcare service --- research --- case study --- comparative study --- Sciences économiques & de gestion > Gestion de l'entreprise & théorie des organisations

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Healthcare --- Gynaecology --- Handbooks --- Physical health --- Prevention --- Sexuality --- Reproduction --- Brochures --- Intersex

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Social medicine. --- Equality --- Médecine sociale --- Egalité (Sociologie) --- Health aspects --- Aspect sanitaire --- EPUB-ALPHA-R EPUB-LIV-FT LIVMEDEC LIVSOCIA LIVSANTE LIBRE-B --- Health Policy --- Healthcare Disparities --- Inégalités sociales de santé --- Gradient social de santé --- Inégalité sociale --- Santé, Inégalités sociales de --- Sociologie de la santé --- Health Care Disparities --- Health Care Inequalities --- Healthcare Disparity --- Healthcare Inequalities --- Disparities, Healthcare --- Disparities, Health Care --- Disparity, Health Care --- Disparity, Healthcare --- Health Care Disparity --- Health Care Inequality --- Healthcare Inequality --- Inequalities, Health Care --- Inequalities, Healthcare --- Inequality, Health Care --- Inequality, Healthcare --- Health Policies --- Healthcare Policy --- National Health Policy --- Health Policy, National --- Healthcare Policies --- National Health Policies --- Policy, Health --- Policy, Healthcare --- Policy, National Health --- Policy Making --- Health Care Policies --- Care Policies, Health --- Health Care Policy --- Policies, Health --- Policies, Health Care --- Policies, Healthcare --- Policy, Health Care

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In this paper, I firstly offer a description of the problems that the department of medical physics from the CHU of Liège is currently facing due to the lack of suppliers monitoring. I believe this leads to a higher risk of receiving a poor maintenance on the machines, which would impact their availability and hence disturb both users and patients.
I then proceed to detail how I, through scientific research and the benchmark of another department, have come up with a linear-weighted model based on SMART and objective key performance indicators to help solve this issue. I then explain that those KPIs were created based on the existing service contracts with the suppliers and the expectations of the department. In order to improve the practicality and efficiency of this new task, I offer an alternative control method based on subjective attributes in addition with an automatic model to compute the indicators.
Thirdly, with the intention to comply with the quality norms ISO9001, I map the processes and add procedures to demonstrate who does what, when and how so that the manager clearly knows how to use the tools. Furthermore, I provide the hospital with my risk analysis regarding the implementation phase of the tools. I highlight several risks by adopting a project management methodology and I propose solutions to reduce the identified and prioritized risks. I evaluate the effectiveness of my solutions on the risks and I estimate no risk to still be above the acceptable level assuming the application of my ideas. I go on by justifying the adequacy of my methodology with the training on project management from the ESQ UQAM. In this chapter, I also take a step back on my work and attempt to criticize my approach.
I end this paper with my recommendations for the short and long-term efficiency of my tools. If they wish to obtain a precise control tool, I highly encourage the department to work on the quality of the existing data base by communicating with its staff and by collaborating with its suppliers. I submit a priority list of the suppliers for the department to begin the evaluation and I strongly advocate the manager to analyze and take appropriate actions within a maximum of 6 months after the evaluation of the supplier. I conclude with the possibility of integrating SLAs and criticality in the future specifications.

suppliers --- management --- hospital --- healthcare --- public --- supplier risks --- Sciences économiques & de gestion > Finance