Background
Methods
Study design and setting
Participants and sampling
Data collection procedure
number | questions |
---|---|
1 | “What challenges did you face during the Covid-19 crisis? ” |
2 | “Could you please elaborate on these challenges? |
3 | “How did you handle the Covid-19 challenges? ” |
4 | What other strategies have you adopted to overcome challenges?” |
5 | Could you please describe the strategies used in planning and decision-making? |
6 | Could you please describe the strategies used in the area of organization? |
7 | Could you please describe the strategies used in leadership and motivation? |
8 | Could you please describe the strategies used in monitoring and control? |
Data analysis
main category | Subcategory | sub-subcategories | codes | Meaning unit |
---|---|---|---|---|
The difficulty of managing challenges | Insufficient resources and physical space | Budget and equipment shortages | Inadequacy of personal protective equipment | “We faced a severe shortage of personal protective equipment in the early months. During each shift, they provided only one mask and gown; if it became contaminated, we had to use it until the end.” (Participant No. 3). |
Deficiency of skilled human resources | Nursing staff shortage | “We were facing a staff shortage as a result of the increased number of beds. These shortages have always existed, but they became more visible and problematic during this crisis.” (Participant No.12) | ||
Inadequate and unfavorable physical conditions | Poor equipment quality | “Our masks and disinfectants were of poor quality and caused skin irritation”. (Participant No. 11). |
Trustworthiness
Findings
theme | main categories | Subcategories | sub-subcategories |
---|---|---|---|
Managerial reengineering in the healthcare system during the Covid-19 crisis | The difficulty of managing challenges | Insufficient resources and physical space | Budget and equipment shortages |
Deficiency of skilled human resources | |||
Inadequate and unfavorable physical conditions | |||
Socio-organizational challenges | An unprecedented increase in staff workload | ||
Unprecedented death tension | |||
Top managers’ unreasonable expectations | |||
The resistance to inevitable change | |||
Incompetence and unpreparedness of managers | A lack of knowledge and Poor performance | ||
Resource mismanagement | |||
reforming the management duties | Planning and decision-making | Development of counseling and educational programs | |
Redefining executive and care duties | |||
Enhancing the response to subsequent crises | |||
Compensating for resource shortages | |||
Organization | Reducing workload and organizing resources | ||
Facilities and physical space organization | |||
Leadership and motivation | Interactive management | ||
Culture of teamwork promotion | |||
Monitoring and control | Monitoring resource distribution and consumption | ||
Measures for isolation and prevention |
Theme: managerial reengineering in the healthcare system during the Covid-19 crisis
Category 1: The difficulty of managing challenges
Subcategory A: insufficient resources and physical space
“We faced a severe shortage of personal protective equipment in the early months. During each shift, they provided only one mask and gown; if it became contaminated, we had to use it until the end.” (Participant No. 3).“We could not purchase medicine and equipment due to a lack of funds”. (Participant No. 2).
“We were facing a staff shortage as a result of the increased number of beds. These shortages have always existed, but they became more visible and problematic during this crisis.” (Participant No.12).“We were severely understaffed and worked 240 hours per month. Staff with Covid-19 suffered from physical weakness, respiratory problems, and walking disorders. After sick leave, they had to return to work with the same workload and complications.” (Participant No. 10).
“There was a severe shortage of ICU beds. There wasn’t enough space. Our choice of space was far from the operating room. ICU setting was not standard. The ventilation was poor.” (Participant No. 1).“Our masks and disinfectants were of poor quality and caused skin irritation”. (Participant No. 11).
Subcategory B: socio-organizational challenges
“There was no decrease in trauma patients despite the Covid-19 crisis. Trauma patients were also admitted along with Covid-19 patients. Due to this, our workload was doubled. It makes preventing disease spread and isolation difficult.” (Participant No. 7).
“In the outbreak of the alpha strain of the Covid-19 virus, there were no effective treatments. As a result, many patients died in ICUs.” (Participant No. 5).
“Managers stated that it would be easy to establish wards and that we would have to establish another ward until evening. However, it was difficult. We required beds, mattresses, a workforce, devices, and an oxygen supply.” (Participant No. 6).
“Staff were under stress because personal protective equipment effectiveness was still unknown. Employees did not want to work in the Covid-19 Wards because they were afraid. As a result, we met many challenges.” (Participant No. 2).“Due to the shortened clinical training courses and virtual classes, students protested.” (Participant No. 7).
Subcategory C: incompetence and unpreparedness of managers
“As Covid-19 peaked, some managers were bewildered because of their lack of crisis management competence, and they worsened the situation by taking mistaken measures.” (Participant No. 3).“Some challenges were exacerbated by some managers’ failure to act on time at the beginning of Covid-19.” (Participant No. 9).
“There was an inefficient distribution of resources. The majority of the equipment was sent to Covid-19 Center Hospital. At the same time, we suffered from a severe shortage of ventilators and medicines.” (Participant No. 4).
Category 2: reforming the management duties
Subcategory A: planning and decision-making
“We trained both newly hired and non-nursing personnel on how to work with ventilators, non-invasive mechanical ventilation, and do triage, and then they started working in the Covid-19 Wards and emergency departments.” (Participant No. 8).“Broadcasting organizations were very effective in teaching masks and hand washing.” (Participant No. 7).
“The national oxygen therapy guideline was revised and sent to all wards to prevent oxygen waste.” (Participant No. 2).
“We added a 450-liter container to the oxygen generators before the second peak because we anticipated a more severe peak and the need for more oxygen supply.“ (Participant No.2).“The Delta virus caused the second peak. The experiences we gained were very beneficial. We faced many deaths in Covid’s ICU, but we reduced them by two solutions in the next peak.“ (Participant No.1).
“After the Ministry’s correspondence with the pharmaceutical company, we could purchase our medicine because we did not have enough funds.” (Participant No.5).
Subcategory B: organization
“In addition to routine triage in the emergency department, we started a respiratory triage to evaluate Covid-19 patients.” (Participant No. 6).“For example, the workforce was adjusted in accordance with the severity and low workload of the wards, and we used people who wanted to volunteer.” (Participant No. 5).
“To admit Covid-19 patients, we opened three wards with 70 active beds. In addition, eight ICU beds were made available.” (Participant No.1).
Subcategory C: leadership and motivation
“My first step was to gather the disgruntled staff and explain the difficult conditions to them, as well as provide incentives for them.” (Participant No.10).
“Doctors and nurses were invited to work together. Many patients did not require mechanical ventilation thanks to the efforts of the anesthesiologists, infectious disease specialists, and other experienced staff who worked together to keep them from getting more complications.” (Participant No. 1).
Subcategory D: monitoring and control
“During the pandemic, personnel practices were evaluated, and unskilled ones were trained and supervised by skilled personnel.” (Participant No.4).
“With the assistance of the information technology department, we programmed an alarm into the HIS system to indicate that the patient was suspicious or infected. When a nurse on duty saw a suspected patient’s name in the system, they followed the protocols more closely.“ (Participant No. 9).