STRATEGIC MANAGEMENT PROCESS INHOSPITALS

Abstract

The purpose of the research is to study the strategic management process in Georgia's hospitals. As part of the quanƟ taƟ ve research, a survey of managers of hospitals was conducted using a pre-structured ques-Ɵ onnaire. A relaƟ vely small number of hospitals aƩ ended strategic planning lectures and pieces of training (13%), Only one hospital had a strategic planning commiƩ ee (4.3%), 87% of hospitals had a documented strategic plan; Strategic planning was primarily engaged by the management board (69.6%), with doctors parƟ cipaƟ ng to a lesser extent (30.4%). Only 34.8% of hospitals develop their budget according to the strategic plan. Resources (43.5%), allocaƟ on of budget funds (47.8%) and idenƟ fi caƟ on of addiƟ onal fi nancial resources (47.8%) are not made in accordance with the goals of the strategic plan. Most hospitals are less likely to compare the evaluaƟ on results of goal achievement indicators with other hospitals (52.2%), and 43.5% report the values of acƟ ons taken to accom-plish the strategic plan's goals to the hospital. Most of the hospitals rarely do benchmarking of other hospitals' goal-achieving measures (78.3%).Small number of clinics have a strategic management process that, as a consequence, aff ects their success in the healthcare market. Hospitals develop a strategy plan, but its implementaƟ on is poorly monitored and not based on scienƟ fi c methods. It is reasonable for the state to impose a legal requirement that hospitals produce a wriƩ en strategic plan. Providing educaƟ onal training on the strategic management process in hospitals is essenƟ al.