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Mental health services--maintaining strategic direction
1County South and Mental Health, Leicestershire Health Authority, Leicester, UK.
Journal of Nursing Management
|December 18, 1998
Summary
Strategic management in mental health services is crucial. Poor planning and conflicting interests lead to service failures, necessitating a focus on performance gaps for effective change.
Area of Science:
- Strategic management theory
- Healthcare management
- Mental health services research
Background:
- Community care for the severely mentally ill is perceived as failing.
- A shift towards primary care has diluted focus on mental illness.
- Poor management and professional autonomy seeking by Community Mental Health Nurses (CMHNs) contribute to strategic drift.
Purpose of the Study:
- To review the theoretical basis of strategic management for healthcare managers.
- To understand concepts and actions needed to prevent organizational failure.
- To identify reasons for CMHNs failing to meet the needs of the severely mentally ill.
Main Methods:
- Theoretical review of strategic management principles.
- Analysis of factors contributing to strategic drift in mental health services.
- Identification of 10 potential reasons for service delivery failures.
Main Results:
- Lack of strategic implementation plans, professional ambivalence, resource mismanagement, and conflicting demands are key issues.
- CMHNs' desire for autonomy may hinder effective service delivery.
- Organizational performance gaps are potent drivers for change in mental health services.
Conclusions:
- Mental health services are at a critical juncture due to perceived failures.
- Resistance to change may decrease as performance gaps become evident.
- Addressing strategic drift and improving management are essential for service improvement.
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