Management Sciences for Health, Cambridge, MA, USA.
Hum Resour Health. 2008 Jul 23;6:14. doi: 10.1186/1478-4491-6-14.
This article is the third article in the Human Resources for Health journal's feature on the theme of leadership and management in public health. The series of six articles has been contributed by Management Sciences for Health (MSH) and will be published article-by-article over the next few weeks. The third article presents a successful application in Mozambique of a leadership development program created by Management Sciences for Health (MSH). Through this program, managers from 40 countries have learned to work in teams to identify their priority challenges and act to implement effective responses. From 2003 to 2004, 11 health units in Nampula Province, participated in a leadership and management development program called the Challenges Program. This was following an assessment which found that the quality of health services was poor, and senior officials determined that the underlying cause was the lack of human resource capacity in leadership and management in a rapidly decentralizing health care system. The program was funded by the US Agency for International Development (USAID) and implemented in partnership between the Mozambican Ministry of Health (MOH) Provincial Directorate in Nampula and Management Sciences for Health (MSH). The Challenges Program used simple management and leadership tools to assist the health units and their communities to address health service challenges. An evaluation of the program in 2005 showed that 10 of 11 health centers improved health services over the year of the program. The Challenges Program used several strategies that contributed to successful outcomes. It integrated leadership strengthening into the day-to-day challenges that staff were facing in the health units. The second success factor in the Challenges Program was the creation of participatory teams. After the program, people no longer waited passively to be trained but instead proactively requested training in needed areas. MOH workers in Nampula reported that the program's approach to improving management and leadership capacity at all levels promoted the efficient use of resources and empowered staff to make a difference.
这是《人力资源健康杂志》关于公共卫生领导力和管理主题的系列文章中的第三篇。这六篇文章由卫生管理科学组织（MSH）撰写，并将在接下来的几周内逐篇发表。第三篇文章介绍了 MSH 开发的领导力发展项目在莫桑比克的成功应用。通过该项目，来自 40 个国家的管理人员学会了团队合作，识别优先挑战，并采取行动实施有效应对措施。2003 年至 2004 年，楠普拉省的 11 个卫生单位参加了一个名为“挑战项目”的领导力和管理发展项目。此前的评估发现，卫生服务质量较差，高级官员认为根本原因是在医疗保健系统快速权力下放的情况下，领导力和管理方面缺乏人力资源能力。该项目由美国国际开发署（USAID）资助，莫桑比克卫生部楠普拉省局与卫生管理科学组织（MSH）合作实施。“挑战项目”使用简单的管理和领导工具，协助卫生单位及其社区应对卫生服务挑战。2005 年对该项目的评估显示，11 个卫生中心中有 10 个在项目实施的一年中改善了卫生服务。“挑战项目”采用了多种策略，取得了成功。它将领导力加强融入到工作人员在卫生单位面临的日常挑战中。“挑战项目”的第二个成功因素是创建参与式团队。项目结束后，人们不再被动等待培训，而是主动要求在需要的领域接受培训。楠普拉的卫生部工作人员报告称，该项目在提高各级管理和领导力方面的方法促进了资源的有效利用，并使工作人员有能力发挥作用。
