全部 标题 作者
关键词 摘要

OALib Journal期刊
ISSN: 2333-9721
费用:99美元

查看量下载量

Application of the Organizational Framework of a General Reference Hospital: Cases of Six Lubumbashi General Referral Hospitals

DOI: 10.4236/oalib.1105857, PP. 1-11

Subject Areas: Public Health

Keywords: Application, Organizational, Framework, General Referral Hospitals, Lubumbashi

Full-Text   Cite this paper   Add to My Lib

Abstract

Introduction: The hospital is a key part of the health system. The referral gen-eral hospital is the local health system’s appeal structure and therefore its or-ganization determines the quality of the supply that a community needs to meet its health needs. Méthodology: We carried out a transversal descriptive study on the level of application of the organizational framework in the general hospitals of reference of the city of Lubumbashi. Our goal was generally to determine the organizational frameworks of Lubumbashi hospitals. We used a questionnaire administered to one of the members of the hospital’s management committee, whether it was the Medical Director, the managing director, the Chief Medical Officer or even the Director of Nursing. A structured interview was used to collect data. Our sampling is comprehensive and its size is six general referral hospitals. Results: Our results show that the majority (75%) of interviewees are male with a sex ratio of two men for one woman. The median age of those surveyed is 42 years old. Regarding the strategic project, one hospital out of three declared to us to have an annual plan, this only hospital having the annual plan showed it to us. Regarding the organizational structure, five (83%) out of six hospitals showed their organizational charts while all reported having an organizational chart. Two out of six hospitals (33%) reported having job descriptions and showed them to us. No hospital has established an education. In all hospitals, the Medical Director was cited as the only person authorized to make a decision while the other members of the Steering Committee were cited in five (83%) while the other officials were not mentioned in any hospital. Conclusion: It is important that the political actors as well as the providers get involved in the proper organization of health services in general and the general referral hospital in particular in order to promote access to quality care in the perceptive of the universal health carecoverage. Concerning the quality management, all these opinions and considerations do not fit in any way with quality assurance and management.

Cite this paper

Christian, K. W. K. , Simon, I. K. , Benjamin, K. I. , Ghislain, M. N. and Oscar, L. N. (2019). Application of the Organizational Framework of a General Reference Hospital: Cases of Six Lubumbashi General Referral Hospitals. Open Access Library Journal, 6, e5857. doi: http://dx.doi.org/10.4236/oalib.1105857.

References

[1]  Marie-José, D.V. (2008) Hopital d’hier et d’aujourd’hui Malaise dans le soin? Cliniques Méditerranéennes, 2, 8-9. https://doi.org/10.3917/cm.078.0165
[2]  Chrysostome, J. (2010) Problematique De La Reference Inter-Hospitaliere Dans La Region de l’oriental du Maroc. Royaume du Maroc Ministere de la Sante.
[3]  Steudler, F. (2004) Le management hospitalier de demain. Revue Hospitaliore de France, No. 497, 43-52.
[4]  Eric, D. (2012) Questions de management: Les 3 niveaux organisationnels.
[5]  Aigroz, P. (2012) Définition et declinaison d’un projet strategique.
[6]  Baelen, M. (1996) Le management strategique hospitalier-Contribution à la modelisation du cas de l’hopital universitaire. Universite des Sciences et Technologies de Lille.
[7]  Minisante/RDC (2012) Recueil des normes d’organisation et de fonctionnement des structures sanitaires de la zone de sante en republique democratique du Congo.
[8]  RDC/MINISANTE (2012) Recueil des normes d’organisation et de fonctionnement des structures sanitaires de la zone de sante en republique democratique du Congo.
[9]  Mashini-Ngongo, G. (2017) Gestion integree de la Zone de sante.
[10]  MiniSante-RDC (2016) Strategie de Renforcement du Systome de Sante Deuxiome edition.
[11]  Johanna, H. and Isabelle-Vandangeon, D. (2015) Le role du leader forme dans la transformation des organisations pluralistes Analyse comparee de deux hopitaux. Revue Francaise de Gestion, 2, 45-66.
[12]  Minisante-Burkina (2013) Plan d’action 2010-2013 de mise en oeuvre de l’initiative EVIPNet au Burkina Faso: Amelioration de l’utilisation des resultats de recherche pour la sante.
[13]  Berland, N., Berland, N., Gerer, C.P., Budget, S. and Berland, N. (2002) Comment Peut-On Gerer sans Budget? HAL.
[14]  Georgescu, I. and Naro, G. (2012) Pressions budgetaires a l’hopital: Ne etude qualitative du concept de RAPM aupros de praticiens hospitaliers. Comptabilite Controle Audit, 18, 67-95. https://doi.org/10.3917/cca.183.0067
[15]  Launois, R. (1981) La Theorie de la Bureaucratie a l’Hopital. Inserm, 104, 625-652.
[16]  QSS-CANADA (2014) Plan d’amelioration de la qualite (PAQ) Document d’orien- tation pour les organismes de soins de sante de l’Ontario.

Full-Text


comments powered by Disqus

Contact Us

service@oalib.com

QQ:3279437679

WhatsApp +8615387084133

WeChat 1538708413