Developments in the Management of Health Systems
Review of the work
Traditionally, clinical practice begins with the assessment and diagnosis of the patient, continues with the therapeutic plan, and lasts as long as the doctor-patient relationship is maintained. In this process, the professional mobilizes the necessary resources to achieve the possible improvements in the health situation of the patients. Clinical management acts as a common language, as a stimulus, between clinicians, health authorities and patients. Clinical management is defined as the use of intellectual, human, technological and organizational resources for the better care of patients and is related to clinical knowledge, the improvement of healthcare processes and the organization of clinical units. That is, to practice clinical management is to integrate the best clinical practice and the best use of available resources. Clinical management is accompanied by a decentralization of the organization. The objective is that professionals have the capacity to organize themselves and design strategies to improve the results of patient care. It may involve a transfer of risks to clinical units with the possibility of winning or losing depending on the results.
In clinical management, three levels are defined: 1. Management of individual healthcare, that is, the choice of a specific treatment or surgical indication. It is undoubtedly the most relevant aspect since it is based on the effectiveness of this first professional decision. EBM, clinical epidemiology and clinical evaluation techniques provide information for the selection of the most appropriate regimen for the patient. 2. Management of healthcare processes that has to do with clinical effectiveness and improvement in the management of both healthcare and administrative processes. The essential thing is to guarantee comprehensive patient care. Analysis and continuous improvement of healthcare processes is an essential tool. 3. Management of the unit or the use of resources such as clinical budgets, management control systems, measurement of the activity of healthcare services, cost information systems, etc., But this requires certain commitments from the health professionals and health managers such as learning to lead and be directed, contribute to management and organizational decisions and the improvement of institutions, and develop skills and areas of knowledge so far far removed from academic training and traditional professional. The health professions, as has happened countless times over the centuries, are again faced with the need to face adaptive change in this third millennium. Or perhaps the moment demands transformations of some aspects that affect the very nature of those. Be that as it may, this new edition comes to shed light on all this.
Author
Rafael Ceballos Atienza. Doctor of Medicine and Surgery from the University of Granada. Master in Management and Direction of Residences for the Third Age. Childcare Diploma for Doctors. Expert in Child Health. Doctor in the Andalusian Health Service and INSALUD. Researcher-teacher at the Hypertension and Lipids Unit, Hospital Clínico San Cecilio, Granada. Coordinator and Assistance Technician, Jaén Sur Sanitary District, Andalusian Health Service. Various International and National Research Studies. Three Scientific Awards. He has published numerous books and participated in chapters, articles, guides, etc. and participated in numerous national and international congresses. Training Manager Alcalá.