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Section 4. Management
DOI: http://dx.doi.org/10.20534/EJEMS-17-2-24-26
Zanora Volodymyr Oleksandrovych, Cherkasy National University named after Bogdan Khmelnitsky, Candidate of Economic Sciences (Ph. D. in Economics), associate professor, department of management and economic security, Educational and Research Institute of Economics and Law,
E-mail: [email protected], Lepskyy Vladlen Volodymyrovych, East European University of Economics and Management, Candidate of Medical Sciences (Ph. D. in Medicine), docent, associate professor, department of management and health economics,
Institute of Management, E-mail: [email protected]
Integrated management of project-oriented organizations: methodological basis
Abstract: The article is devoted to the determination of management in project-oriented organizations. It has been proofed the presence of gaps in management of project-oriented organization that determines the feasibility of using methodological tools of project management for their removal.
Keywords: project, project management, project-oriented organization.
Searching ofeffective methods and management tools should be noted that in this research we are taking into of organizations is based on determining of the inner na- account all medical facilities that provide primary or ture of their processes, identification of problem situations secondary medical care to all forms of ownership. In that arise during their implementation. In general, meth- Ukraine, these institutions include: traumatology cen-ods of control can be divided into two main groups: oper- ters, municipal outpatient departments of different spe-ating and design. In case, when organization is dominated cializations (dental, children, women consultations, etc), by the same type of processes that occur repeatedly, then it district and regional hospitals of various specialization, should be prevailed by operational management princi- research and other medical centers [4]. ples. Otherwise, if organization has various processes that Up to the present moment the activation of imple-
meet the principles of urgency and uniqueness, project ap- menting of various project management tools to work of proaches and methods in management can be used for it. project-oriented organizations, including medical indusSuch organizations may be ofproject-oriented focus, their try, continues. It was proposed to use the function of ne-constant development can be based on an evolutionary cessity for determination of every project value, which is approach [1]. Taking into account the fact that the medi- considered to be an applicant for the inclusion into portfo-cal institutions, that provides medical care to the popula- lio [4]. At the same time this value is determined for proj -tion, are carrying out a range of measures that has unique ect interested parties, including patients, which are medifeatures and urgency [2], they have the basic project prop- cal projects consumers. However, this approach does not erties. According to them, using of project management, allow evaluating of significance project as to the meeting including portfolio management will be effective [3]. of strategic goal of project-oriented organizations.
Searching of effective management in medical in- One of criteria for a projects portfolio forma-
stitutions should be based on analysis of their work. It tion is an indicator of studies feasibility. Technology
Integrated management of project-oriented organizations: methodological basis
of indicators evaluation can be borrowed from neighboring areas [5], but with mandatory correction that takes into account the peculiarities of the healthcare industry [6].
The management of medical project-oriented organization can be based on different approaches, elaborated in project management. One of them can be a control as to deviations from the strategic plan of organization [7], "best practices" of gender mainstreaming as to stages of project cycle: initiation, planning, implementation, monitoring and evaluation, completion, which influences the additional value for both "internal customers" (project team) and "external customers" (project beneficiaries) [8], evolutionary mechanisms of control [9] taking into account functional and cost analyze of the projects [10].
However, paying tribute to scholarly achievements of scientists and specialists, problems of effective management of project-oriented organizations in the context of particular strategic management with the need to identify and to specify the features of management problem situations that occur in the organization with an aim to resolve them should be taken into account.
The article aim is to identify and to specify characteristics and problematic issues arising in project-oriented organizations in management and to implement rationale methodological tools of project management in order to neutralize them.
The essence of modern medical facilities significantly limits the use of known effective means of control due to the nature of these project-oriented organizations (POO). Unlike most POO, for example, the building one, or POO in information technology (IT), in health facilities there are gaps in vertical sustainability management organization. Although at present there is no any generally agreed definition of constant development of project-oriented organization, in this study under the constant business development, we will mean the continued existence of a competitive environment that is provided by a unique development strategy of an enterprise [11].
Stability of organization in frames of significant time interval should be viewed as to the different corners of management and activity. In this case, amount of these corners is defined by organization activity sphere. In any case, they form a multidimensional space of variables [12], taking into account of which at the strategy development is a complex managerial task. These significant and meaningful indicators such as customer satisfaction ofproject product, their safety, social and environmental responsibility, define basis for sustainable development
of design-oriented medical institution initially from the middle of organization, and then, in the second place from outside — interaction with stakeholders [11].
Normally, as a tool for portfolio management-strategy implementing is used [13, 14], but here the features of POO medical institution (POMI) define certain problems.
The study found that the purpose of each POMI proj ect can be aggregated into overall strategic goal of institution. Let's explain it.
Strategic development of POO MI will be determined by its improvement, betterment and increase. For example, in a plane of therapeutic projects (TP) it is represented by a constant increase, in the amount of saved lives, stabilization and life improvement. But in this case there is upper limit, which is average statistical value, predominated by development of medical science and technology at present. In addition, strategic aggregate index (ASI 1) POO MI MR TP will take into account cost constraints: costs for and revenues or income, which is planned to be achieved by institution.
It means that we can't return aggregate index of TP strategic objectives to medical projects, for example, such as reducing project costs and elimination of deaths treatment results (if urgent department).
Everything mentioned above conditions of gap presence in the POO MI management.
Implementation of strategic aggregate indicator of SAI (ASI 1) should be done in a different way, which is incidentally also determined by specific POO MI.
Improving the quantity and quality of TP objectives will be determined by support and research of projects in frames ofwhich qualification of medical staff in different ways will be raised. In addition, to comply with international standards in the field of treatment POMI there should be periodically organized the program projects, for example in proceedings of new techniques and technologies of medical services.
Also, it has been found a number of gaps in management of project-oriented medical facilities that defines an important scientific and practical problem, that is necessary to create an integrated project of management methodology that will fill these gaps by relevant models and methods.
Further work in this direction is seen in formation of particular methodological tools, including approaches, methods and models, which is used in project management of medical institutions that will provide an opportunity to neutralize the gaps and to improve an efficiency of organizations.
References:
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DOI: http://dx.doi.org/10.20534/EJEMS-17-2-26-31
Melnichuk Larisa Mykhailovna, PhD in public administration, National Academy for Public Administration under the President of Ukraine, Doctoral candidate of social and humanitarian politics department, E-mail: [email protected]
Modernization of public administration of the social development of regions in the context of the reform of decentralization in Ukraine
Abstract: The key vectors of modernization of public administration of the social development of regions are examined in the article. The specific proposals for improving the institutional, functional, organizational and financial bases of state-management influence on social processes in the regions are substantiated. Keywords: decentralization, social development of regions, public administration, local self-governance.
