Modelo de gestão em bancos de olhos e seu impacto no resultado destas organizações

Abstract

Objective: To analyse the management of Sorocaba Eye Bank (BOS) and Santa Casa de Campo Grande Eye Bank (BOSC) with distinct results regarding number of donations using Prêmio Nacional Gestão em Saúde (PNGS) criteria for performance excellence.Methods: All the personel of the two eye banks were submitted to an interview using the 'Are We Making Progress?' questionnaire from Malcolm Baldrige Quality Program. The questionnaire items were organized by the seven criteria categories, as the PNGS's (Leadership, Strategic Planning, Customer and Market Focus, Measurement, Analysis and Knowledge Management, Human Resource Focus, Process Management, Bussiness Results). The findings were studied upon Fischers' exact test and Non parametric U test (Mann-Whitney) to compare the medium scores between the two Institutions. Results: Twenty-one employees from BOS and 08 from BOSC were submitted to the questionnaire. The Mann-Whitney test showed a higher level of agreement to the questionnaire proposals from BOS than the ones from BOSC in 6 out from the 7 items studied (Leadership, Strategic Planning, Costumer and Market Focus, Human Resource Focus, Process Management, Bussiness Results). There wasn't any statisticaly significant difference related to the criteria Measurement, Analysis and Knowledge Management. The highest difference on the concordance level between the two organizations was related to Process Management (p<0.001). Conclusion: The BOS management performance has distinct and statistically significant aspects compared to BOSC, shown on 6 out of 7 criteria studied by the questionnaire used. These data showed that the BOS performance management is closer to internationally accepted concepts of performance excellence, based on both PNGS Criteria and Malcolm Baldrige Quality Program, than BOSC.