REFLECTION ON HOSPITAL MANAGEMENT

The hospital, like any other organization, is subject to constraints which require it to develop its management. It is currently facing very significant changes which require it to better control its performance.

In this context, management control is an opportunity to implement the tools and methods to achieve this objective.

The purpose of this chapter is to develop some elements of reflection in this sense, so after having specified in a first section the particularity presented by the hospital organization, a second section concerning management problems within hospitals and highlights the need to introduce management control in this sector.

SECTION 1: SPECIAL FEATURES OF HOSPITAL MANAGEMENT

Compared to other types of organizations, the hospital organization is generally more complex to analyze in view of the particularities which mark this system.

1. the hospital, a separate organization:
2. 
   

First, to meet the classification of a management specialist, in this case Henry Mintzberg1, the hospital is, in our view, part of the so-called multi-agent organizations, it is a complex structure which must fulfill functions various: care, teaching, research, prevention, health education, etc.… this structure has a medical and social character whose mission is to provide the population

comprehensive, curative and preventive medical care, the outside services of which would reach the family unit; considered in its environment, it is also a center for teaching medicine and scientific and social research.

Beyond its real vocation, the hospital manages a series of other missions necessarily linked to the first in order to ensure its successful completion, its tasks of a hotel, household or technical nature have become increasingly complex, thus they make the hospital a machine in which the accessory risks taking precedence over the essential.