%0 Journal Article
	%A  Niwatchai Namwichisirikul
	%D 2012
	%J International Journal of Humanities and Social Sciences
	%B World Academy of Science, Engineering and Technology
	%I Open Science Index 71, 2012
	%T Hospital Administration for Humanized Healthcare in Thailand
	%U https://publications.waset.org/pdf/4697
	%V 71
	%X Due to the emergence of “Humanized Healthcare"
introduced by Professor Dr. Prawase Wasi in 2003[1], the
development of this paradigm tends to be widely implemented. The
organizations included Healthcare Accreditation Institute (public
organization), National Health Foundation, Mahidol University in
cooperation with Thai Health Promotion Foundation, and National
Health Security Office (Thailand) have selected the hospitals or
infirmaries that are qualified for humanized healthcare since 2008-
2010 and 35 of them are chosen to be the outstandingly navigating
organizations for the development of humanized healthcare,
humanized healthcare award [2].
The research aims to study the current issue, characteristics and
patterns of hospital administration contributing to humanized
healthcare system in Thailand. The selected case studies are from
four hospitals including Dansai Crown Prince Hospital, Leoi;
Ubolrattana Hospital, Khon Kaen; Kapho Hospital, Pattani; and
Prathai Hospital, Nakhonrachasima. The methodology is in-depth
interviewing with 10 staffs working as hospital executive directors,
and representatives from leader groups including directors,
multidisciplinary hospital committees, personnel development
committees, physicians and nurses in each hospital. (Total=40) In
addition, focus group discussions between hospital staffs and general
people (including patients and their relatives, the community leader,
and other people) are held by means of setting 4 groups including 8
people within each group. (Total=128) The observation on the
working in each hospital is also implemented. The findings of the
study reveal that there are five important aspects found in each
hospital including (1) the quality improvement under the mental and
spiritual development policy from the chief executives and lead
teams, leaders as Role model and they have visionary leadership; (2)
the participation hospital administration system focusing on learning
process and stakeholder- needs, spiritual human resource
management and development; (3) the relationship among people
especially staffs, team work skills, mutual understanding, effective
communication and personal inner-development; (4) organization
culture relevant to the awareness of patients- rights as well as the
participation policy including spiritual growth achieving to the same
goals, sharing vision, developing public mind, and caring; and (5)
healing structures or environment providing warmth and convenience
for hospital staffs, patients and their relatives and visitors.
	%P 2867 - 2869