INTRODUCTION OF NEW MANAGEMENT STRUCTURE AT SECONDARY HEALTHCARE FACILITIES IN PUNJAB PAKISTAN: HEALTH SYSTEM ANALYSIS

Main Article Content

Dr. Sohail Rasool
Dr. Nauman Ali Ch
Dr. Muhammad Navid Tahir

Keywords

Abstract

Objective: The main objective of this study was to investigate the effectiveness of new management structure that was introduced at secondary healthcare facility in Punjab, Pakistan


Methods: The study was conducted in a qualitative paradigm. 24 IDIs were conducted with the relevant stakeholders along with 10 FGDs were conducted with the NMS teams. Multistage random sampling technique was used to select research participants. Data were analyzed using thematic analysis approach however field observation was used to facilitate presentation of the results. The themes were generated from the objectives of the study and the results were presented under these themes.


Results: Findings of the study shows that the induction of NMS under revamping program was a good initiative that has brought some apparent improvement in hospital operations and service delivery. It has been evident from the study’s findings that the newly inducted officers were more efficient as compared to the old clerical staff and the NMS team is specialized in their own respective fields that has made a mark difference in the working of the administration. An overwhelming majority of research participants agreed that the NMS team comprised of well-educated and dynamic young professionals who would swiftly overcome any challenges that they might face due to limited experience, and has positive effect on the overall Hospital Performance. However, few stakeholders highlighted the need for grievance redressal committees, a robust service structure in terms of postings and promotions, and the need for further capacity building of NMS teams.


Conclusion: The New Management Structures across all the secondary hospitals in the Punjab have played a vital role in improving the overall condition of healthcare service delivery in District and Tehsil Headquarters Hospitals. This can be unwaveringly inferred that an efficient workforce alike NMS teams is crucial to upgrade and facilitate smooth transition of the hospitals under the revamping project.

Abstract 90 | PDF Downloads 37

References

1. Bayrami, R., Rezazadeh, A., & Ebrahimipour, H. J. H. (2017). Challenges in emergency departments in teaching hospitals of Mashhad University of Medical Sciences: A qualitative study. 16, 63-72.
2. Daire, J., Gilson, L., Cleary, S. J. C. T. R., & Systems, R. H. (2014). Developing leadership and management competencies in low and middle-income country health systems: a review of the literature.
3. Daly, J., Jackson, D., Mannix, J., Davidson, P. M., & Hutchinson, M. J. J. o. H. L. (2014). The importance of clinical leadership in the hospital setting. 75-83.
4. Dorgan, S. (2010). Management in healthcare: why good practice really matters: Centre for Economic Performance, LSE.
5. Figueroa, C. A., Harrison, R., Chauhan, A., & Meyer, L. J. B. h. s. r. (2019). Priorities and challenges for health leadership and workforce management globally: a rapid review. 19(1), 1-11.
6. Fritzen, S. A. J. H. r. f. h. (2007). Strategic management of the health workforce in developing countries: what have we learned? , 5(1), 1-9.
7. Imran, D., Rog, K., Gallichio, J., & Alston, L. J. B. h. s. r. (2021). The challenges of becoming and being a clinician manager: a qualitative exploration of the perception of medical doctors in senior leadership roles at a large Australian health service. 21(1), 1-9.
8. Jeon, Y.-H., Glasgow, N. J., Merlyn, T., & Sansoni, E. J. B. H. S. R. (2010). Policy options to improve leadership of middle managers in the Australian residential aged care setting: a narrative synthesis. 10(1), 1-11.
9. Keller, E. J., Giafaglione, B., Chrisman, H. B., Collins, J. D., & Vogelzang, R. L. J. P. o. (2019). The growing pains of physician-administration relationships in an academic medical center and the effects on physician engagement. 14(2), e0212014.
10. Lega, F., & Sartirana, M. J. B. H. S. R. (2016). Making doctors manage… but how? Recent developments in the Italian NHS. 16(2), 65-72.
11. Liang, Z., Howard, P. F., Koh, L. C., & Leggat, S. J. A. J. o. P. H. (2013). Competency requirements for middle and senior managers in community health services. 19(3), 256-263.
12. Mishra, S., & Suar, D. J. J. o. b. e. (2010). Does corporate social responsibility influence firm performance of Indian companies? , 95(4), 571-601.
13. Mohammed, N. E., Elfattah, M. A. E. A., Elwahab, E. A. A. J. I. J. o. P. H. R., & Development. (2019). Effect of Training Program on Unit Managers' Mentoring Knowledge and Skills at Selected University Hospital-Egypt. 10(10).
14. Muchekeza, M., Chimusoro, A., Gombe, N. T., Tshimanga, M., & Shambira, G. J. B. h. s. r. (2012). District health executives in Midlands province, Zimbabwe: are they performing as expected? , 12(1), 1-6.
15. Naranjo‐Gil, D., & Hartmann, F. J. J. o. M. a. r. (2006). How top management teams use management accounting systems to implement strategy. 18(1), 21-53.
16. Organization, W. H. (2007a). Managing the health millennium development goals: the challenge of management strengthening: lessons from three countries. Retrieved from
17. Organization, W. H. (2007b). Towards better leadership and management in health: report of an international consultation on strengthening leadership and management in low-income countries, 29 January-1 February, Accra, Ghana. Retrieved from www.who.int/entity/management/working_paper_10_en_opt.pdf?ua=1.
18. Organization, W. H. (2009). Who are health managers: case studies from three African countries: World Health Organization.
19. Organization, W. H. (2012). Health systems strengthening in countries of the Eastern Mediterranean Region: challenges, priorities and options for future action. Retrieved from
20. Pourrostami, K., Heshmat, R., Hemati, Z., Heidari-Beni, M., Qorbani, M., Motlagh, M. E., . . . Obesity. (2020). Association of fruit and vegetable intake with meal skipping in children and adolescents: The CASPIAN-V study. 25(4), 903-910.
21. Rabbani, F., Hashmani, F. N., Mukhi, A. A. A., Gul, X., Pradhan, N., Hatcher, P., . . . Management. (2015). Hospital management training for the Eastern Mediterranean Region: time for a change?
22. Rotar, A., Botje, D., Klazinga, N., Lombarts, K., Groene, O., Sunol, R., & Plochg, T. J. B. h. s. r. (2016). The involvement of medical doctors in hospital governance and implications for quality management: a quick scan in 19 and an in depth study in 7 OECD countries. 16(2), 99-109.
23. Siddiqi, S., Elasady, R., Khorshid, I., Fortune, T., Leotsakos, A., Letaief, M., . . . Sahel, A. J. I. J. f. Q. i. H. C. (2012). Patient Safety Friendly Hospital Initiative: from evidence to action in seven developing country hospitals. 144-151.
24. Smith, A., Houghton, S. M., Hood, J. N., & Ryman, J. A. J. J. o. B. R. (2006). Power relationships among top managers: Does top management team power distribution matter for organizational performance? , 59(5), 622-629.
25. Spehar, I., Frich, J. C., & Kjekshus, L. E. J. B. h. s. r. (2014). Clinicians in management: a qualitative study of managers’ use of influence strategies in hospitals. 14(1), 1-10.
26. Weber, A. S., Turjoman, R., Shaheen, Y., Al Sayyed, F., Hwang, M. J., Malick, F. J. J. o. t., & telecare. (2017). Systematic thematic review of e-health research in the Gulf cooperation council (Arabian gulf): Bahrain, Kuwait, Oman, Qatar, Saudi Arabia and United Arab Emirates. 23(4), 452-459.