AN APPRAISAL OF BUSINESS POLICY MODELS IN THE MANAGEMENT OF MISSION HOSPITALS IN THE SOUTH EAST NIGERIA

ABSTRACT
The study on the appraisal of Business policy models in the management of mission hospitals in the South East was motivated by the need to proffer possible strategies and solutions by the use of open system and stakeholders’ business policy models in the management of mission hospitals in the South East Nigeria. The study was guided by six key objectives from which appropriate research questions and hypotheses were formulated. The study adopted survey design. The research instruments were questionnaire and oral interviews. The population of the study was 6000 staff of the 27 selected mission hospitals drawn from 57 registered mission hospitals in the five states comprising: Abia, Anambra, Ebonyi, Enugu, and Imo States of South East Nigeria. A sample size of 375 was determined from the population using Taro Yamane’s formula while Purposive sampling technique was used in selection of the mission hospitals.  Cronbach Alpha was used in testing the validity and the reliability of the research instrument. The result was 0.98 indicating a high degree of relationship. The hypotheses were tested using parametric and non parametric statistical techniques which included:  Friedman Chi-square (X²), ANOVA (one-way) and Z-test. Findings reveal that the quality of service to patients in the mission hospitals to a large extent is contingent on having appropriate equipment, competent doctors and availability of drugs as contained in the open business policy model.  Stakeholders’ business policy model to a large extent also contributed to sustainability of operation in the management of mission hospitals. The study also indicated that open system business policy model to a large extent promoted competitiveness in the management of mission hospitals. There was a significant relationship between open business policy model and human resource management in the mission hospitals. Environmental turbulence and uncertainties such as ‘government policies on taxations and importation’ constituted the greatest challenges to the adoption of business policy models in mission hospitals. Stakeholders’ business policy model also impacted positively on the supply chain management through drug availability, quality drugs and good treatment in mission hospitals. Based on the results of the study, the following recommendations were made: hospitals Organizations should work toward greater relationship management institutionalize sustainability factors that can boost the confidence of staff, restructure the rules of management by adopting new strategies that encourages interactions and interdependence between the hospital and its environments. Hospital management should undertake continuous service innovation of activities and put in place in all the hospitals, boundary spanners who are expected to keep management informed about the environmental changes which could affect business policy adoption.  Private public partnership in the healthcare institutions should be fostered in the mission hospitals. The study concludes that adopting open system and stakeholders’ business policy models are vital and important for high performance management of the mission hospitals. With appropriate implementation of  business policy as was identified in this work the following outcomes will be inevitable: service quality will be assured, sustainability of operation will be improved, competitive advantage will be maximized, human resource management will be stable, effective and efficient, supply chain management will be optimized and environmental challenges will be predicted, adapted to and managed.