Structural and Behavioral Implications in the Implementation of the EBSERH Management Model in a University Hospital
Name: RICARDO NOVAES MARINHO
Publication date: 05/12/2016
Advisor:
Name |
Role |
|---|---|
| LUCILAINE MARIA PASCUCI | Advisor * |
Examining board:
| Name |
Role |
|---|---|
| LUCILAINE MARIA PASCUCI | Advisor * |
| RUBENS DE ARAÚJO AMARO | Internal Examiner * |
Summary: Federal university hospitals are strategic components of the health system and as such, they are facing constant challenges in maintaining the provision of quality health services to patients and teaching excellence to students. However, concern about the social and financial sustainability of public hospitals has led some of them to adopt mechanisms aimed at In this context, this study focuses on examining the new management policy of the Ministry of Education (MEC), based on the creation of the Brazilian Company for Hospital Services (EBSERH), a public company responsible for restructuring the hospitals linked to federal institutions. teaching.professionalization, the implementation of which is a challenge to their managers. The aim of this research is to identify the facilitating and limiting factors of the implementation of the EBSERH management model at the University Hospital Cassiano Antônio de Moraes (HUCAM), considering the influence of structural and behavioral dimensions. This study was based on the precepts of the New Public Management (NGP) and on the concepts of strategic change, organizational structure, organizational behavior and complexity of hospital organizations. The research is characterized as a unique case study, with a qualitative approach, in which the documentary analysis and semi-structured interviews were used as instruments of data collection. The analysis of the data was based on the technique of content analysis. The results revealed that, in the implementation of the EBSERH management model, workforce recomposition, professional management, administrative restructuring in the structural dimension; And the training and qualification of managers, the rupture of the status quo, the redefinition of managerial roles in the behavioral dimension; Were facilitating factors that contributed to the improvement of HUCAM's operational efficiency. On the other hand, the double labor regime established by the recomposition of the work force (RJU and CLT) and the deficiencies of the old infrastructure, in the structural dimension, allied to the corporatism of the servants, the professional autonomy and the incipient communication system, in the behavioral dimension , presented as limiting factors in the implementation of the new model, as resistance to changes makes this process slower and more troubled.
