Identifying integration and differentiation in a Hospital’s logistical system: a social network analysis of a case study

Table 5 Network metrics for each task

	Tasks	Number of agents	Number of ties	Density	Number of cliques	Clique overlap		Organization unit
1	Make OR master schedule	28	110	0.3	2	6	21%	Cross functional
2	Make clinical bed plan	4	6	1.0	1	N/A		Cross functional
3	Schedule surgeons and anesthesiologists	70	206	0.09	10	0	0%	Cross functional
4	Schedule OTC nurses	88	801	0.2	6	1	1%	OTC
5	Plan equipment maintenance	4	6	1.0	1	N/A		Cross functional
6	Plan patient	92	315	0.08	48	1	1%	Cross functional
7	Request and order materials	61	139	0.08	0	N/A		Cross functional
8	Pre-operative screening	27	109	0.31	12	9	33%	Cross functional
9	Request and make appointment	56	140	0.09	0	N/A		Cross functional
10	Plan OTC nurses	85	84	0.02	0	N/A		OTC
11	Control planning	54	234	0.16	2	3	6%	Cross functional
12	Pick materials	55	107	0.07	53	2	4%	OTC
13	Emergency admission	139	2840	0.30	1	N/A		Cross functional
14	Prepare patient on ward	314	11,071	0.23	171	19	6%	Cross functional
15	Prepare patient on holding	289	1100	0.03	285	4	1%	Cross functional
16	Make radiology image	53	491	0.36	0	N/A		Cross functional
17	Perform surgery	148	5444	0.50	7640	136	92%	Cross functional
18	Clean OR	53	102	0.07	0	N/A		OTC
19	Order emergency CSD services	19	18	0.11	0	N/A		Cross functional
20	Patient care recovery	241	2355	0.08	285	10	4%	Cross functional
21	Aftercare of patient	391	12,537	0.16	178	266	68%	Cross functional
22	Manage OTC day program	184	189	0.01	1			OTC
23	Manage OTC tasks	6	14	0.93	2	4	67%	OTC

ISSN: 1472-6963