As shown above, whenever a new government went in charge (and, in the last 24 years, it happened many times) everything concerning the direction and the route of the health system evolution was changed; a new
strategy was delivered, preparations started and, sometimes before the resources were identified, the strategy was abandoned: another government came or some other priorities occurred. This is what happened in Romania, but the problem is more general. As a matter of fact, it seems that the significant changes in the social or political environment are faster than the ability of the health system to adapt to those changes. In (Swaine, L., Duncan, W., & Ginter, P. 2008) the authors start from the serious difficulties health care has in “dealing with a dynamic environment, holding down costs, diversifying wisely, and balancing capacity and demand” and prove that “strategic thinking, strategic planning and managing strategic momentum” as components of the strategic management process are, all together, the key to a successful approach. Yet the main difference between the strategic planning and strategic management of the health care services is the adaptability and the elasticity of a long term plan in order to take into account the environmental changes and to reformulate some of the objectives due to these new realities whenever necessary.
This is the main point of the approach we suggest in this paper and the idea of the model described above. The main, long term goals, stated in connection with the desired level of A1 to A5 should be the only fixed milestones on the road to a better health system; all the other secondary objectives should be formulated for
As shown above, whenever a new government went in charge (and, in the last 24 years, it happened many times) everything concerning the direction and the route of the health system evolution was changed; a newstrategy was delivered, preparations started and, sometimes before the resources were identified, the strategy was abandoned: another government came or some other priorities occurred. This is what happened in Romania, but the problem is more general. As a matter of fact, it seems that the significant changes in the social or political environment are faster than the ability of the health system to adapt to those changes. In (Swaine, L., Duncan, W., & Ginter, P. 2008) the authors start from the serious difficulties health care has in “dealing with a dynamic environment, holding down costs, diversifying wisely, and balancing capacity and demand” and prove that “strategic thinking, strategic planning and managing strategic momentum” as components of the strategic management process are, all together, the key to a successful approach. Yet the main difference between the strategic planning and strategic management of the health care services is the adaptability and the elasticity of a long term plan in order to take into account the environmental changes and to reformulate some of the objectives due to these new realities whenever necessary.This is the main point of the approach we suggest in this paper and the idea of the model described above. The main, long term goals, stated in connection with the desired level of A1 to A5 should be the only fixed milestones on the road to a better health system; all the other secondary objectives should be formulated for
การแปล กรุณารอสักครู่..