Several medical departments have great leadership gaps, HEC conducts a new investigation by Montreal, and announced on Wednesday. Problem health facilities are not a good estimate of the performance of the services, the lack of information between colleagues and even the lack of a “unhealthy working climate”.
Alain Rontaiu and Luc Bélanger-Martin, management experts in Hec Montréal, especially in the hospital with leadership concerns were invited to help medical departments. In recent years, they worked with fifteen enterprises, followed by the portrait of the basic management elements involved when observing the deficiency situation.
Luc Bélanger-Martin, a HEC Montréal and Management and Management Specialist, stressed the strategy specialist, working as a consultant with health teams, noted that there are no management problems of all medical services.
“There are many good branches to decide, which is also an adequate modus operand. Alain and I have more difficulties in terms of system management, not for these departments,” he said.
Enterprises with management problems rarely evaluated the performance of the services and identified specialists. “When it comes to evaluating the results obtained, we often apply to weak data such as volume or coverage,” he said. The authors have difficulty using clinical outcomes such as recurrence or disease or death rates. Note that a few performance indicators are used by the Medical Insurance Régie (RAMQ) or Ministry of Health, but are used in less.
“It is a great management problem for our way to do things to meet the needs of the population. This is a great leadership problem.
In the healthcare system, the departments themselves and all decisions have a very important management vacuum to purchase by doctors.
Professor of Honor in Alain Rondeau, HEC Montréal
Due to the “Administrative Vacuum”, it is the autonomy of the doctor that makes the decision, and its interests often support public interest, M Rontau. “For example, I think the doctor’s existence.” Medical coverage in a hospital, if the department does not hear how to hear our needs, because we collect our needs with the hospital, because we will have a more part of the hospital, because the coverage should be wider. ”
Mr. Rondeau does not question the physician’s clinical competence, but believes that it is necessary to control. “The professionalism of the observed teams is undoubtedly, and the management has not been the subject of our diagnoses. This is interested in the organizational activities of the observed teams,” he is read.
Small stock exchanges among professionals
Some medical departments analyzed were a weak climate “where mutual relations are minimal.” Definition circles had a more disturbed climate where there is tension between employees who create strained subgroups among employees.
Very often constrained by exchange schedules or employee destination. “Those in a department will do the best for everyone, and we do not share the information between their colleagues. This is a lot of things in its territory.
These moments of this exchange should be planned, Mr. Bélanger-Martin. For example, by creating a weekly meeting to get the resources of the work done per week. “This is not the organizational level created, but the organizational level created at the organizational level. These moments are not even rare, not even if we create this intelligence.” Says.
“We have an important responsibility for the establishment of a health care system and universities to better control over medical departments.
Although the health system in Quebec faces many challenges, more effective management will have an effect on the value of each resource.
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