Dans le premier volet de cette série de deux articles, nous avons démontré que l'adoption de techniques d'organisation de la production et l'application d'approches axées sur le marché pour la prestation de soins de santé n'avaient pas répondu aux attentes initiales. De plus, la situation impose de grandes contraintes aux gestionnaires qui se voient forcés d'appliquer ces mécanismes. Dans ce deuxième volet, nous proposons une nouvelle philosophie de gestion des soins de santé qui se rapproche davantage des véritables racines de la prestation des soins de santé au Canada.
References
1.
WattSBrowneGGafniARobertsJByrneC. Community care for people with chronic conditions: An analysis of nine studies of health and social service utilization in Ontario. Health Affairs1999; 77(3): 363–392.
2.
LomasJ. Devolving authority for healthcare in Canada's provinces: 4. Emerging issues and prospects. Canadian Medical Association Journal1997; 156(6): 817–823.
3.
WalshK. Public services and market mechanism— competition, contracting and the new public management. London: Macmillan, Basingstoke; 1995.
4.
MorganG. Images of organization. Newbury Park (CA): Sage Publications; 1986.
5.
SengePKleinerARobertsCRossRRothGSmithB. The dance of change. New York: Doubleday; 1999.
6.
GloubermanSMintzbergH. Managing the care of health and the cure of disease—part I: Differentiation. Healthcare Management Review2001; 26(1): 70–84.
7.
GloubermanSMintzbergH. Managing the care of health and the cure of disease—part II: Integration. Healthcare Management Review2001; 26(1): 56–69.
8.
JacobsKNilakantV. The corporatization of healthcare: An evaluation and an alternative. Health Services Management Research1996; 9: 107–114.
9.
StewartJDavisH. A new agenda for local governance. Public Money and Management1994;Oct-Dec:29–36.
10.
PointerDDSanchezJP. Leadership: A framework for thinking and acting. In: ShortellSMKaluznyA, editors. Healthcare management: Organization design and behaviour. Albany: Delmar; 2000.
11.
DecterM. Healing medicine: Managing health system change the Canadian way. Toronto: McGilligan; 1994.
12.
ChampyJ. Time to re-engineer the manager. London Financial Times, 1994 Jan;14: 16.
13.
LongAHarrisonS. The balance of evidence: Evidence-based decision making. Health Service Journal Health Management Guide1996; 6: 1–2.
14.
RosenbergWDonaldA. Evidence-based medicine: An approach to clinical problem solving. British Medical Journal1995; 310(6987): 1122–1126.
15.
TreasureT. Redefining leadership in healthcare. British Medical Journal2001; 323: 1263–4.
16.
GoddardMMannionRSmithP. Enhancing performance in healthcare: A theoretical perspective on agency and the role of information. Health Economics2000; 9: 95–107.
17.
EpsteinA. Rolling down the runway: The challenges ahead for quality report cards. Journal of the American Medical Association1998; 279(21): 1691–1696.
18.
EddyDM. Performance measurement: Problems and solutions. Health Affairs1998; 17(4): 7–25.
19.
ProencaEJ. Why outcomes management doesn't always work: An organizational perspective. Quality Management in Healthcare1995; 3(4): 1–9.
20.
FerlieEBShortellSM. Improving the quality of healthcare in the United Kingdom and the United States: A framework for change. The Milbank Quarterly2001; 79(2): 281–315.
21.
FriedmanLGoesJ. Have integrated health networks failed?Frontiers of Health Services Management2001; 17(4): 3–28.
22.
BallT. Politics and governance in integrated health systems. Managing Change1995 summer:1–17.
23.
LewisSJKouriDEstabrooksCADickinsonHDutchakJJWilliamsJI. Devolution to democratic health authorities in Saskatchewan: An interim report. Canadian Medical Association Journal2001; 164(3): 343–347.
24.
VerlaanL. Integrated health systems. Managing Change1995 summer:1–14.
25.
KassHD. Stewardship as a fundamental element in images of public administration. In: KassHDCatronB, editors. Images and identities in public administration. London: Sage;1990.
26.
DavisJHSchoormanFDDonaldsonL. Toward a stewardship theory of management. Academy of Management Review1997; 22(1): 20–47.
