| 000 | 07394na a2201561 4500 | ||
|---|---|---|---|
| 001 | 19785 | ||
| 003 | koha_MIRAKIL | ||
| 005 | 20221103133849.0 | ||
| 008 | 180219b tu 000 0 | ||
| 040 |
_aCY-NiCIU _btur _cCY-NiCIU _erda |
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| 041 | _aeng | ||
| 090 |
_aYL 27 _bY45 2002 |
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| 100 | _aYılmaz, Yılmaz | ||
| 245 |
_aThe impact of the February 2001 crisis on the health sector a comparison between public and private hospitals in Istanbul _cYılmaz Yılmaz; Supervisor: Abdul Ghafoor |
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| 260 |
_aNicosia _bCyprus International University _c2002 |
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| 300 |
_aX, 89 s. _bfig., tab. _c30.5 cm |
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| 336 |
_2rdacontent _atext _btxt |
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| 337 |
_2rdamedia _aunmediated _bn |
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| 338 |
_2rdacarrier _avolume _bnc |
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| 504 | _aIncludes appendix(79 - 80 p.) | ||
| 504 | _aIncludes references (76 - 78 p.) | ||
| 520 | _a' Although, all economical sectors were affected by the recent February 2001 economical crisis in Turkey, a health sector was hit more seriously. This study analyzes the effects of the recent economical crisis on the health sector particularly in Istanbul Region. In order to analyze the effects of the economical crisis on the health sectors, seven hospitals are chosen in Istanbul. Three of these hospitals are state and four of them are private. A Questionnaire has prepared to collect the relevant data in explaining the effects of the economic crisis in the contest of before and after situation. The questionnaire was consist of specific and direct questions, and an interview method is used to avoid any confusion. A comparative analysis has been used to analyze the effects of the crisis on the health sector, and to understand the differences between state and private hospitals. The results indicate that private hospitals were affected more than state hospitals. The number of patients decreases in the private hospitals while it increases in the state hospitals. The study revealed also that both kinds of hospitals were not exactly ready for any crisis. ' | ||
| 650 | _aManagement | ||
| 650 | _aYönetim | ||
| 650 | _aHealth sector | ||
| 650 | _aSağlık sektörü | ||
| 700 |
_aSupervisor: Ghafoor, Abdul _91656 |
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| 942 |
_2ddc _cTS |
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| 505 | 1 | _tCHAPTER 1 | |
| 505 | 1 |
_g2 _tINTRODUCTION |
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| 505 | 1 |
_g2 _tBACKGROUND |
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| 505 | 1 |
_g2 _tOBJECTIVE OF STUDY |
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| 505 | 1 |
_g2 _tSTRUCTURE OF DISSERTATION |
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| 505 | 1 | _tCHAPTER II | |
| 505 | 1 |
_g4 _tMANAGEMENT : BASIC CONCEPTS |
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| 505 | 1 |
_g5 _tCONCEPTUAL UNDERSTANDING |
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| 505 | 1 |
_g5 _tDEFINITIONS OF MANAGEMENT |
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| 505 | 1 |
_g8 _tCONTEMPORARY DEFINITION OF MANAGEMENT |
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| 505 | 1 |
_g9 _tFAYOL'S GENERAL PRINCIPLES OF MANAGEMENT RELATED TO ORGANIZATIONAL STRUCTURE |
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| 505 | 1 |
_g10 _tPROPERTIES OF WEBER'S BUREAUCRACY |
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| 505 | 1 |
_g10 _tSUPPORTING CONCEPTS |
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| 505 | 1 |
_g11 _tTHE ROLE OF MANAGEMENT |
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| 505 | 1 |
_g12 _tTHE UNIVERSITY OF MANAGEMENT |
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| 505 | 1 |
_g12 _tCLARIFYING JOB ACTIVITIES IN MANAGEMENT |
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| 505 | 1 |
_g13 _tNATURE OF MANAGEMENT |
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| 505 | 1 |
_g14 _tTHE CLASSIFICATIONS OF THE FUNCTIONS OF THE MANAGEMENT |
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| 505 | 1 |
_g14 _tBATTY'S CLASSIFICATION |
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| 505 | 1 |
_g14 _tFORECASTING |
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| 505 | 1 |
_g15 _tPLANNING |
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| 505 | 1 |
_g16 _tORGANIZING |
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| 505 | 1 |
_g16 _tMOTIVATING |
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| 505 | 1 |
_g17 _tCO-ORDINATING |
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| 505 | 1 |
_g17 _tCONTROLLING |
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| 505 | 1 |
_g18 _tLEADERSHIP |
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| 505 | 1 |
_g18 _tDECISION-MAKING |
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| 505 | 1 |
_g20 _tLOUIS E.BOONE AND DAVID L. KURTZ'S CLASSIFICATION |
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| 505 | 1 |
_g21 _tLYMAN A. KEITH AND CARLO E. GUBELLIN'S CLASSIFICATION |
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| 505 | 1 |
_g21 _tLEVEL'S OF MANAGEMENT |
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| 505 | 1 |
_g21 _tTOP MANAGEMENT |
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| 505 | 1 |
_g22 _tSUPERVISORY MANAGEMENT |
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| 505 | 1 |
_g22 _tMIDDLE MANAGEMENT |
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| 505 | 1 |
_g22 _tRESPONSIBILITIES OF A MANAGERS |
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| 505 | 1 |
_g24 _tCRITICISMS ON MULTIFACETED MANAGER |
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| 505 | 1 |
_g25 _tFUNCTIONS OF MANAGERS |
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| 505 | 1 |
_g26 _tESSENTIAL PROPERTIES OF GOOD MANAGEMENT |
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| 505 | 1 |
_g26 _tRESPONSIBILITIES OF MANAGEMENT BOARD |
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| 505 | 1 |
_g27 _tSKILLS NEEDED FOR EFFECTIVE MANAGEMENT |
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| 505 | 1 |
_g27 _tTECHNICAL SKILLS |
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| 505 | 1 |
_g27 _tINTERPERSONAL SKILLS |
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| 505 | 1 |
_g27 _tCONCEPTUAL SKILLS |
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| 505 | 1 |
_g27 _tCONDENSATION OF THE 14 POINTS FOR MANAGEMENT |
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| 505 | 1 |
_g29 _tMANAGEMENT PRINCIPLE |
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| 505 | 1 |
_g31 _tTODAY'S MANAGER |
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| 505 | 1 | _tCHAPTER 3 | |
| 505 | 1 |
_g32 _tCRISIS |
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| 505 | 1 |
_g33 _tDEFINITION OF A CRISIS |
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| 505 | 1 |
_g34 _tREASONS OF CRISIS |
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| 505 | 1 |
_g34 _tEXTERNAL CHANGES |
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| 505 | 1 |
_g35 _tMANAGEMENT ERRORS |
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| 505 | 1 |
_g37 _tCRISIS MANAGEMENT |
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| 505 | 1 |
_g37 _tCRISIS MANAGEMENT STEPS |
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| 505 | 1 |
_g38 _tMITIGATION |
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| 505 | 1 |
_g38 _tPREPAREDNESS |
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| 505 | 1 |
_g38 _tRESPONSE |
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| 505 | 1 |
_g38 _tRECOVERY |
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| 505 | 1 |
_g38 _tCRISIS MANAGEMENT PLANNING |
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| 505 | 1 |
_g39 _tCOMPLIANCE |
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| 505 | 1 |
_g42 _tPREPAREDNESS |
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| 505 | 1 |
_g43 _tTRAINING AND RETRAINING |
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| 505 | 1 |
_g44 _tINFORMATION MANAGEMENT |
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| 505 | 1 |
_g45 _tCRISIS MANAGEMENT TEAMS |
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| 505 | 1 |
_g46 _tTHE CRISIS MANAGER |
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| 505 | 1 | _tCHAPTER 4 | |
| 505 | 1 |
_g48 _tTHE PLACE OF HEALTH SECTOR IN TURKISH ECONOMY |
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| 505 | 1 |
_g49 _tGROSS FIXED INVESTMENT |
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| 505 | 1 |
_g50 _tSELECTIVE PHYSICAL INDICATORS |
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| 505 | 1 |
_g51 _tHUMAN RESOURCES IN HEALTH SECTOR |
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| 505 | 1 |
_g52 _tCOMPARATIVE ANALYSIS OF PUBLIC AND PRIVATE INVESTMENT |
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| 505 | 1 |
_g53 _tSHARE OF HEALTH FACILITIES AT ISTANBUL |
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| 505 | 1 | _tCHAPTER 5 | |
| 505 | 1 |
_g57 _tHEALTH SECTOR BEFORE AND AFTER CRISIS : A COMPARATIVE ANALYSIS |
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| 505 | 1 |
_g58 _tTHE AIM AND CONTENT OF THE RESEARCH |
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| 505 | 1 |
_g58 _tTHE METHOD USED IN THE RESEARCH |
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| 505 | 1 |
_g59 _tRESULTS AND DISCUSSION |
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| 505 | 1 |
_g59 _tTHE GENERAL ANALYSIS OF THE HOSPITALS |
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| 505 | 1 |
_g59 _tTHE CAPITAL STRUCTURE OF THE HOSPITAL |
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| 505 | 1 |
_g59 _tTHE FACILITIES AVAILABLE OF THE HOSPITAL |
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| 505 | 1 |
_g60 _tTHE NUMBER OF PERSONNEL OF HOSPITALS |
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| 505 | 1 |
_g61 _tTHE ACTUAL CAPACITY USAGE |
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| 505 | 1 |
_g62 _tMANAGEMENT STRUCTURE OF THE HOSPITALS BEFORE CRISIS |
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| 505 | 1 |
_g62 _tOBJECTIVES OF THE HOSPITALS |
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| 505 | 1 |
_g62 _tTYPES OF PLANNING OF THE HOSPITALS |
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| 505 | 1 |
_g63 _tDISTRIBUTION OF THE HOSPITALS IN CASE OF A HAVING CRISIS GUIDE |
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| 505 | 1 |
_g63 _tCONTENT OF THE CRISIS GUIDE |
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| 505 | 1 |
_g63 _tTECHNIQUES USED IN THE PERCRISIS AND IN-CRISIS DECISION |
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| 505 | 1 |
_g64 _tPROPERTIES OF THE ORGANIZATIONAL STRUCTURE OF THE HOSPITALS |
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| 505 | 1 |
_g66 _tPERSONAL CHARACTERISTICS OF HOSPITAL MANAGERS |
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| 505 | 1 |
_g66 _tTYPES OF TRAINING METHODS USED IN HOSPITALS |
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| 505 | 1 |
_g67 _tANALYSIS OF HOSPITALS DURING CRISIS |
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| 505 | 1 |
_g67 _tADDITIONAL REASONS FOR THE CRISIS IN THE HOSPITAL |
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| 505 | 1 |
_g68 _tPRECAUTIONS TAKEN IN ORDER TO GET OUT OF CRISIS IN THE HOSPITALS |
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| 505 | 1 |
_g69 _tNEGATIVE EFFECTS OF THE CRISIS IN THE HOSPITALS |
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| 505 | 1 |
_g70 _tPRACTICES OF THE HOSPITALS IN THE CRISIS |
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| 505 | 1 |
_g70 _tPERSONNEL POLICY PRACTICED DURING THE CRISIS |
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| 505 | 1 |
_g70 _tDISTRIBUTION OF THE HOSPITALS IN CASE OF THE MANAGEMENT STYLES |
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| 505 | 1 |
_g71 _tDISTRIBUTION OF THE HOSPITALS IN CASE OF THE PRACTICES DURING THE CRISIS |
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| 505 | 1 |
_g71 _tDISTRIBUTION OF THE HOSPITALS IN CASE OF POST CRISIS PRACTICES |
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| 505 | 1 | _tCHAPTER 6 | |
| 505 | 1 |
_g72 _tCONCLUSIONS |
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| 505 | 1 |
_g76 _tREFERENCES |
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| 505 | 1 |
_g79 _tAPPENDIX :THE QUESTIONNAIRE FORM |
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| 999 |
_c200 _d200 |
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