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Hospital Cash Flow Planning: A Feasible Scientific Approach

Hospital Cash Flow Planning: A Feasible Scientific Approach American Journal of Small Business, Volume/, Number 1, July, 1976 Hospital Cash Flow Planning: A Feasible Scientific Approach RICHARD J. TERSINE, Old Dominion University ERNEST MOSCATELLO, Maryview Community Mental Health Center . Hospitals, like many other institutions, are under constant pressure to more effec­ tively utilize their resources. A hospital is basically a small business and it encounters the same operating problems. Technology, improved work methods, and modern facilities are resulting in increased productivity. Unfortunately, many cost saving ap­ proaches require an associated capital investment which puts an additional drain on available resources. In inflationary periods, it is incumbent upon administrators to stress cost savings approaches that do not require the expenditure of additional funds. Planning, operating, and controlling systems are fertile areas for analyzing expendi­ tures. Frequently, these areas can be improved with a resultant cost savings without an additional expenditure of funds. The objective is to maintain or improve service at a lower cost. In essence, the search is for better operational procedures or a "better way of doing things." One possible area for improved efficiency is in cash planning or the management of cash flow. This article will emphasize cash flow planning and a procedure available http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png American Journal of Small Business SAGE

Hospital Cash Flow Planning: A Feasible Scientific Approach

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Publisher
SAGE
Copyright
© 1976 SAGE Publications
ISSN
0363-9428
eISSN
1540-6520
DOI
10.1177/104225877600100103
Publisher site
See Article on Publisher Site

Abstract

American Journal of Small Business, Volume/, Number 1, July, 1976 Hospital Cash Flow Planning: A Feasible Scientific Approach RICHARD J. TERSINE, Old Dominion University ERNEST MOSCATELLO, Maryview Community Mental Health Center . Hospitals, like many other institutions, are under constant pressure to more effec­ tively utilize their resources. A hospital is basically a small business and it encounters the same operating problems. Technology, improved work methods, and modern facilities are resulting in increased productivity. Unfortunately, many cost saving ap­ proaches require an associated capital investment which puts an additional drain on available resources. In inflationary periods, it is incumbent upon administrators to stress cost savings approaches that do not require the expenditure of additional funds. Planning, operating, and controlling systems are fertile areas for analyzing expendi­ tures. Frequently, these areas can be improved with a resultant cost savings without an additional expenditure of funds. The objective is to maintain or improve service at a lower cost. In essence, the search is for better operational procedures or a "better way of doing things." One possible area for improved efficiency is in cash planning or the management of cash flow. This article will emphasize cash flow planning and a procedure available

Journal

American Journal of Small BusinessSAGE

Published: Jul 1, 1976

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