Health Care Management Science

, Volume 11, Issue 3, pp 228–239

Operating room management and operating room productivity: the case of Germany

Authors

  • Maresi Berry
    • Klinik für Anästhesiologie und Operative Intensivmedizin, Universitätsklinikum Mannheim gGmbHUniversity of Heidelberg
    • Terry College of BusinessUniversity of Georgia
  • Alexander Schleppers
    • Klinik für Anästhesiologie und Operative Intensivmedizin, Universitätsklinikum Mannheim gGmbHUniversity of Heidelberg
Article

DOI: 10.1007/s10729-007-9042-7

Cite this article as:
Berry, M., Berry-Stölzle, T. & Schleppers, A. Health Care Manage Sci (2008) 11: 228. doi:10.1007/s10729-007-9042-7

Abstract

We examine operating room productivity on the example of hospitals in Germany with independent anesthesiology departments. Linked to anesthesiology group literature, we use the ln(Total Surgical Time/Total Anesthesiologists Salary) as a proxy for operating room productivity. We test the association between operating room productivity and different structural, organizational and management characteristics based on survey data from 87 hospitals. Our empirical analysis links improved operating room productivity to greater operating room capacity, appropriate scheduling behavior and management methods to realign interests. From this analysis, the enforcing jurisdiction and avoiding advance over-scheduling appear to be the implementable tools for improving operating room productivity.

Keywords

Operating room Operating room management Organizational structure Health care managers Operating room productivity Anesthesia group productivity Financial incentives

Copyright information

© Springer Science+Business Media, LLC 2007