IRISH HEALTH SERVICE EXECUTIVE (HSE)MANAGEMENT STYLE



Irish Health Service Executive (HSE)Management Style



Irish Health Service Executive (HSE)Management Style

Introduction

Irish Health Service Executive have undergone radical change in many areas (Robins, 1997), managers of Irish Health Service Executive are currently reporting a large increase in the number of patients needing beds, with consequent ever-increasing waiting lists. Accident and emergency departments are under particular strain, and the difficulties of dealing with the growing needs of the increasing elderly population are beginning to become apparent. Although the Irish Health Service Executive is free for all those requiring medical treatment through a publicly funded system, the current situation is hauntingly similar to that of the Victorian era of health care in Ireland. As a result, the Office for Health Management in Ireland (OHM, 2001) has suggested that current deficiencies in health-care provision and delivery underline the importance of providing quality service management and implementation in Irish Health Service Executive Website. In achieving this aim, the OHM has contended that those working within the system must change how they go about their work and how they work together.

Discussion

The process of quality implementation has become a key concern for those involved in Irish Health Service Executive Website. In a national context, the effective management of Irish Health Service Executive and the delivery of quality systems in health-care institutions have increased in significance in recent years. In line with wider developments in other service industries, consumers (patients) are expecting more of health-care providers and are demanding higher standards of care and service. Simultaneously, those paying for Irish Health Service Executive have become more concerned about rising health costs and possible inefficiencies. As a result there is widespread interest in understanding what makes for an effective health service and in developing better practices to improve existing approaches to health-care management and delivery.

The strategy suggested that the way in which health and personal social services are planned, organised, and delivered has a significant effect on the health and well-being of the population. Organisational structures must be geared to the provision of a responsive, adaptable health system which meets the needs of the population effectively and at affordable cost. One of the guiding principles inherent in the published strategy was that of a “people-centred” health system. A responsive system must develop ways to engage with individuals and the wider community which receives its services. The health system must become more people-centred, with the interests of the public, patients, and clients being given greater prominence and influence in decision making at all levels (DOHc, 2001).

Irish public sector

The Irish public sector has been officially pursuing change and reform through its strategic management initiative (SMI), a program for improving the management of the civil service which was formally launched in 1994 (Department of the Taoisearch, 1994). The SMI evolved from the growing internal and external pressures for better services and for more effective management of public services. In that context the continuous improvement of customer service has been a specific focus of the ...