Subject category:
Production and Operations Management
Published by:
IESE Business School
Version: February 2002
Length: 10 pages
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Abstract
The Hospital Rionegro in Antioquia, Colombia, had been in a very difficult situation due to financial and labour difficulties. After five years of integrative management and negotiations with the different fronts, including labour aspects, the situation had been reversed. The productivity could be increased and labour conditions stabilized to the benefit of the hospital and its workforce. For the Ministry to exert primarily a stewardship function, it has to be able to get rid of its provision function and transform hospitals into autonomous entities. In practice, this cannot occur due to resistance from labour unions. The case presents a situation where it has been achieved.
Location:
Other setting(s):
1999
About
Abstract
The Hospital Rionegro in Antioquia, Colombia, had been in a very difficult situation due to financial and labour difficulties. After five years of integrative management and negotiations with the different fronts, including labour aspects, the situation had been reversed. The productivity could be increased and labour conditions stabilized to the benefit of the hospital and its workforce. For the Ministry to exert primarily a stewardship function, it has to be able to get rid of its provision function and transform hospitals into autonomous entities. In practice, this cannot occur due to resistance from labour unions. The case presents a situation where it has been achieved.
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Location:
Other setting(s):
1999