TRYING TO UNDERSTAND THE RELATIONSHIP BETWEEN ADMINISTRATION AND CIVIL SERVANTS: THE CHALLENGES OF RESULTS-BASED MANAGEMENT IN PUBLIC HOSPITALS

Abstract

<strong>Abstract </strong> Our study has thus prompted us to propose a reversal of management logic in hospitals. The idea is to overhaul an organization based on the <em>ex-ante </em>setting of rigid plans, with the determination of precise objectives (whether in terms of activity, teaching or research), deadlines and predefined indicators. It is also a question of reviewing the application of pure incentive and self-control logic (in the sense of Drucker) to public hospitals. In this context, decentralization means not only giving greater autonomy to operational staff, but also enabling department managers to meet in privileged forums for discussion and the forging of bonds of trust, thus fostering the alignment of their individual strategies. In this way, the clusters can become the very place where the hospital's objectives are set, and where shared projects emerge from departmental needs.