Veja como você pode navegar na tomada de decisões estratégicas de curto e longo prazo como gestor de saúde.

As a healthcare manager, I prioritiz immediate operation efficiency while stratagically planning for long -term sustainability and growth, ensuring decision are data driven and stakeholder focused .

It's important to consider the perspective of Human Resources for Health in healthcare management. By understanding the immediate and future needs of your organization, you can make strategic decisions to address staffing shortages, equipment failures, and other challenges. Evaluating the current state of facilities, technology, staff capabilities, and patient services enables you to identify short-term and long-term needs. This includes implementing new healthcare technologies, expanding services, and prioritizing actions that will have a significant impact. Taking into account the perspective of Human Resources for Health helps ensure that the organization has the right personnel and resources to meet its goals.

Para mi es importante evaluar las capacidades y las debilidades del personal. Esto lo evalúo preguntando a los profesionales, sobre todo preguntando en que área se encuentran mas seguros y que es lo que mas y lo que menos les gusta. No siempre esto se corresponde con la realidad, por lo que hay que evaluar si las competencias del personal se corresponden con lo que ellos manifiestan.

It is important to hire the best professionals and let the grow. Working with good recruitment company to be able to choose a very good GP. The GP' offices should be equipped well in order to function smooth. I think about creating my own cafeteria on site in order to provide opportunity for all staff to have a relaxed lunch time in cozy environment

Align aims with the team, which may be formed recently. They come from different backgrounds. They will need communication on the objectives and direction for development of alignment and synergy and play to their strengths.

What I think has helped with strategic thinking is to start off with long term vision over 3-5 yrs and then cascade that down to yearly and quarterly goals so we know how our work eventually contributes to the bigger picture.

Once the needs of the healthcare organization are assessed, setting clear objectives for short-term and long-term strategies becomes essential. Short-term objectives should prioritize achievable goals that can swiftly enhance daily operations. Long-term objectives should align with the organization's mission and vision, such as enhancing patient outcomes or entering new markets. It's crucial that these objectives adhere to the SMART criteria: Specific, Measurable, Achievable, Relevant, and Time-bound. This approach ensures that goals are well-defined, measurable, and contribute effectively to the overall strategic direction of the healthcare facility.

Effective communication is crucial for quality patient care and operational efficiency. Clear communication reduces errors and enhances teamwork. Regular training and secure messaging systems can further improve communication, leading to better patient outcomes and higher staff satisfaction.

In my perspective, once you've assessed the needs of your healthcare organization, setting clear objectives for both short-term and long-term strategies is essential. For short-term objectives, focus on achievable goals that can be accomplished quickly to improve daily operations. Long-term objectives should align with your organization's mission and vision, such as improving patient outcomes or expanding into new markets. Ensure these objectives are SMART: Specific, Measurable, Achievable, Relevant, and Time-bound. This approach not only enhances day-to-day functionality but also strategically positions the organization for sustainable growth and success in the healthcare industry.

In my experience, engaging your team in decision-making is vital for successful strategy implementation. In the short term, staff insights can address immediate challenges. For long-term strategies, a cross-functional team provides diverse perspectives and fosters ownership. Open communication and collaboration build a committed team supporting your vision.

En las estrategias a corto plazo muchas veces la mejor idea viene de quien menos te lo esperas o de quien en teoria no es el mas capacitado o el mejor dotado. Pero en las estrategias a largo plazo, hay que buscar profesionales con visión de futuro, con ganas de trabajar y creo es muy importante gente que no se desanime.

Engaging the team in decision-making is crucial for effective implementation of short-term and long-term strategies in healthcare management. In the short term, staff insights help address immediate challenges with practical solutions. Long-term strategies benefit from cross-functional team involvement, bringing diverse perspectives and fostering ownership. Encouraging open communication and collaboration builds a committed team aligned with the strategic vision, ensuring both immediate goals and future plans are well-executed and supported across the organization.

Managers's regular meeting help in ensuring engagement in an open manner, to understand the challenges faced, and also to communicate why we are doing what we do.

I think engaging your team in decision-making is crucial for implementing both short-term and long-term strategies. In the short term, staff insights can address immediate challenges and practical solutions. Encouraging open communication and collaboration help to build a committed team supporting your strategic vision.

One this I’ve going helpful is an adage which states that one ought to count the costs before embarking on a project. It’s very easy to lose focus and abandon a project if resources are scarce. Human and material resources should be estimated and often times over estimated to accommodate global fluctuations and inflations

En las estrategias de recursos a largo plazo, sobre todo en las inversiones en nuevas tecnologías, hay que evaluar detenidamente si la nueva tecnología tiene realmente futuro o no. Nuevas técnicas, nuevas tecnologías, muchas veces a corto o medio plazo se demuestra su inutilidad, con lo que supone de un gasto que no ha sido rentable.

Balancing immediate needs with long-term sustainability and growth. Communicating effectively with your team to ensure alignment and understanding of strategic decisions. Monitoring progress towards goals and adjusting strategies as needed.

Effective resource allocation is pivotal in healthcare management's strategic decision-making. Short-term, reallocating staff or adjusting budgets tackles urgent issues. Long-term, investments in tech, training, or infrastructure are key. Analyze ROI for each decision to ensure efficient resource use aligns with strategic goals. This approach maximizes impact and ensures sustainable growth in healthcare services.

Resources allocation is a key and important component of making solid and longer term decisions. Leaders win in healthcare from consistent messaging and allocate resources according to evidence based informed decisions

Implementation of strategic plans demands meticulous coordination and management. For short-term strategies, create a detailed action plan with clear roles and responsibilities to tackle pressing needs promptly. Long-term plans should be phased, with milestones to monitor progress. Close monitoring allows for necessary adjustments to keep aligned with strategic objectives. This approach ensures effective execution and realization of goals in healthcare management.

Making the tires hit the road - implementation. Not just conceptual thoughts, especially in early stage set-ups where concepts are put into action and execution aiming towards perfection, makes the key difference.

Evaluating impact is crucial for continuous improvement in healthcare management. Periodically reviewing short-term decisions ensures that they effectively address the intended problems. Long-term strategic decisions require ongoing evaluation to measure progress towards set goals. Use the results of these evaluations to refine your strategies and ensure that your decision-making process remains aligned with the evolving needs of your healthcare organization.

After implementation, assess the impact and results, then learn from there as a team. What could be done better, what we do well and to do more.

Without appropriate analysys we cannot hope for success. Here in Australia we have multiple softwares helping with statistical data. Cubiko for example offered analysis of patient attendance, Medicare billings, monthly expendutres and many many more. Easy and cost about 700 dollars per yer.

Holistic thinking still has a lot of room for improvement, particularly at the service provider level in the healthcare sector. Successful theoretical models, for example from the St. Gallen School by Ulrich or Bleicher, which have been used in many other sectors for over 40 years, are still felt to be in their infancy in many areas. Many healthcare providers still tend to think in terms of structures and interpret approaches and strategies without seriously questioning established structures and hierarchies in order to achieve their goals more efficiently and achieve effective results.

I recently attended a Conderence for Practice Owners. Very insightful. One of the lectures was dedicated to sustainability in General Practice. We can do a lot, one example: use solar batteries to avoid energy shortages.

Na verdade todas estas variáveis são influenciadas por uma a não esquecer : o papel do capital humano, em que as estratégias de prevenção e resolução de conflitos têm que ser repensadas a cada dia ou mesmo em cada momento, pois tais comportamentos mesmo que seja só de um elemento em cada equipa, pode implicar nos resultados do todo.

Un tema crucial para incluir en la gestión sanitaria con el objetivo de mejorar aspectos básicos en salud pública es la promoción y prevención de la salu. Este enfoque abarca una variedad de estrategias, tales como: