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Mestrado Profissional Gestão de Organizações de Saúde Faculdade de Medicina de Ribeirão Preto - USP

History

2012 – Approval of the proposal of the Professional Master’s Program in Health Organizations Management (GOS) by CAPES with grade 4.0.

2013 – First selection process.

2017 – CAPES Quadrennial Evaluation – maintained grade 4.0.

2018 – From the beginning, GOS has been increasing in demand, training an annual average of 19 master’s thesis presentations.

The program:

The incorporation and management of new and techniques, improved technologies and procedures require professionals whose training exceeds the limits of the knowledge currently offered by the regular specialization programs and, in this context, one of the areas that present with a greater shortage of human resources is the management and health economics.

The technical and scientific training of health professionals does not provide them with the qualification for the skilled management of health programs and institutions, whether public, private or mixed, which have led some managers to unsuccessful administrations, even in traditional hospital institutions or adopted uneven strategies in public health policies. On the other hand, trained professionals in ​​business and finance areas, in general, do not have the perception of the social scope of the health programs and institutions, often generating conflicts in the relations with the professionals of these areas by incomprehension of the dynamics of a whole system highly based on ethical and humanistic issues, whose management cannot be seen as an income-generating enterprise. Thus, the training of human resources for health management has been a challenge for higher education institutions.

Several factors have contributed to increasing the complexity of this issue, and one of the most outstanding is the diversity of health management models that can be seen in the country: public, private, public-private mix, philanthropic, social organizations, and others.

Concerning the management of hospital institutions, the difficulties are increasing progressively, given the increase in maintenance costs and the incorporation of new technologies that are often unnecessary. Precarious information about market demands leads organizations to misapplication of resources, jeopardizing the sustainability of the system. These facts reflect the shortage of professionalization of the management of these organizations, which makes it urgent to provide the market with qualified professionals in the area.

For decades, there has been a constant concern, including from international agencies, such as the Pan American Health Organization (PAHO), to develop strategies for the training of human resources for the hospital sector and other health services based on programs resulting from joint efforts between the health and business areas. Still, within this line of reasoning, these efforts could be extended to the training of human resources to adequately meet the needs of the health systems where hospitals and other health organizations are inserted.

The problems arising from the poor management of health services reach not only the government but also all private, philanthropic and other institutions. Until the end of the last century, it would be inconceivable to reason regarding administrative efficiency when it was related to healthy. Under the prevailing logic, the ethical values ​​and the social reach of health care could not be translated and quantified concerning financial expenditure and productivity. There has always been the jargon that “health is priceless.” This proverb applies when it comes to a single individual, but it cannot be applied when it comes to collective health where the rationality of the application of scarce resources is a key to good management that allows health care to be extended to all community that depends on it.

Thus, new adjustments have been made in public and private management, aiming to make feasible the existing systems to allow a greater number of people to access services in a reasonable, integral and universal way. To achieve these objectives, resources must be managed efficiently and, in this context, the manager’s role assumes a dominance so that the resources available might have a more significant effect on health promotion and effective prevention programs, as well as assistance in disease situations.

 


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