Abstract
Current changes in the health system due to economic restrictions leading to increased competition require the introduction of intelligent management tools in the clinical arena. In a world where change and development are the only constants, flexibility and critical judgment of one's own achievements are requirements for success in all parts of society. Benchmarking, a management tool widely ...
Abstract
Current changes in the health system due to economic restrictions leading to increased competition require the introduction of intelligent management tools in the clinical arena. In a world where change and development are the only constants, flexibility and critical judgment of one's own achievements are requirements for success in all parts of society. Benchmarking, a management tool widely used in industry, represents a potential answer to the dynamic changes in the health system. This article deals with the theoretic basis and the clinical implications of benchmarking. The strategic background of benchmarking is the systematic process of comparison and identification with the best (best practice) leading to improved processes and results in one's own department and hospital. It is the aim of benchmarking in the clinical arena to achieve higher quality and patient directed innovation with less financial resources. This might result in better patient care. In summary, the management tool of benchmarking will be introduced into the clinical arena to keep hospitals competitive. Successful benchmarking will result in a leading position of a certain department in a special field.
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