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[Organizational change: the implementation of children-friendly hospitals]
Shigeru Ricardo Sekyia1, Talita Ribeiro da Luz
1Fundação Hospitalar do Estado de Minas Gerais, Belo Horizonte, MG, Brazil. rshigeru@uol.com.br
Insights
Implementing the Baby-Friendly Hospital Initiative (BFHI) improved hospital management through standardized procedures and staff training, enhancing breastfeeding support and reducing infant mortality. Cultural and technological shifts were most significant.
Area of Science:
- Public Health
- Healthcare Management
- Pediatrics
Context:
- Breastfeeding is crucial for reducing infant mortality.
- The Baby-Friendly Hospital Initiative (BFHI) promotes, protects, and supports breastfeeding.
- Two hospitals in Minas Gerais, Brazil, implemented the BFHI.
Purpose:
- To identify organizational changes following BFHI implementation in two Brazilian hospitals.
- To analyze changes across strategic, structural, cultural, human, technological, and political perspectives.
- To assess the impact of BFHI on hospital management and practices.
Summary:
- A qualitative study used semi-structured interviews and content analysis to examine organizational shifts.
- BFHI implementation led to improved management through procedural standardization and staff training.
- Cultural and technological changes were more pronounced than political or strategic ones.
Impact:
- Enhanced hospital management and operational efficiency.
- Strengthened support systems for breastfeeding mothers.
- Contributed to the global effort to reduce infant mortality through improved infant feeding practices.
Abstract:
Empirical evidences have pointed out the relevant role of breastfeeding to diminish infantile mortality. Children-friendly Hospitals (IHAC) is a worldwide action developed by the United Nations Children's Fund - UNICEF and by the World Health Organization, aiming to promote, protect and support breastfeeding and also prevent precocious weaning. The aim of the present study is to identify the main organizational changes which occurred in two hospitals, located in the State of Minas Gerais, Brazil that implemented IHAC. The organizational analysis carried out was based upon six perspectives, according to Motta's analytical chart that includes: strategic, structural, cultural, human, technological and political perspectives. A qualitative research was carried out, by using as a data gathering method the semi-structured interview, applied in all hierarchical levels. In order to interpret data, it was adopted the content analysis. In both cases, it could be concluded that the implementation of IHAC resulted in changes and improvement in the management of the organizations, due to the establishment of procedural patterns and staff training. It was verified that the cultural and technological changes occurred in a more intense manner and that the least perceived were the political and strategic changes.
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