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
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.
