Causes of hospital operations mismanagement and how to assess them Poor operational wok systems cause hospital operations mismanagement. In the past, most hospitals assumed that poor operations mismanagement occurred purely as a result of individuals’ failures within institutions. Stakeholders assumed that a number of them were not fully educated about the law; therefore, proper training and legal punishment would put them back on the right track. While this may be true to a certain extent, stakeholders now accept that the biggest problem in most hospitals is the systems put in place. Many failing hospitals lack operation systems that will provide patients access to superior and safe medical care. These institutions tend to possess vertical structures that revolve around medical specialists rather than performances. Doctors and other care professionals lack information, which leads to a disconnect between patient outcomes and doctors’ expectations. This is mostly because of the prevalence of poor communication. Poor structural alignment in most institutions causes stakeholders to make decisions on the basis of intuition, power or even politics; very little has to do with the facts on the ground. Several hospitals tend to dwell on the needs of various departments rather than patients’ needs. This creates a conflict between these units as they have varied needs or responses (Tucker & Spear 645). Operations mismanagement also emanates from continual focus on certain symptoms of a problem rather than the root causes. One should note that this superficial focus does not just apply to patient treatments, but also to the manner in which these entities deal with their tasks, decisions and operations. A number of hospitals also experience operations mismanagement because entities do not try to learn from one another, or cooperate with one another. These adversarial relationships between medical units come at the expense of the concerned patients within that hospital. Additionally, mismanagement also comes from the fear of improvement. Some doctors and other staff members may develop the assumption that no change can ever take place in their enterprise. That attitude may become a self-fulfilling prophecy because changes become doomed even before they start. Hospitals can assess these inefficiencies in their operations systems through a scientific approach. They can manage patient inflow or volumes in every part of the institution. Hospitals ought to have a maximum number of patients that any given department can handle. If the specialists exceed the number of surgeries for that day, then the institution should put a stop to more procedures. Studies illustrate that when excessive patient numbers overburden doctors or nurses, then their accessibility, quality of delivery and efficiency goes down. Additionally, these doctors or other professionals will increase the number of patients who require preventive care as they are likely to have misdiagnosed or provided the wrong quality of care. Therefore, each unit within a hospital should account evenly for the number of patients within that institution. An institution may also assess poor hospital operations mismanagement through the discharge rates prevalent within the institution. If hospital stays become excessive, then the concerned facility needs to realize that there is