The use of Instruments that Facilitate understanding and Correct Analysis of Indicators in Hospital Management: An Integrative Literature Review

Abstract

The aim of this study is to analyze whether there is an instrument that can facilitate the understanding and correct analysis of indicators in hospital management. The Strategic planning methodology in the Balanced Score Card (BSC) method, started in 1990 by professors Robert Kaplan and David Norton with a research project in the corporate world, which ended up being used and adapted for public administration. The management indicators, directly interfere in the institution's planning, a result provided by the indicators, allow for a critical analysis of the data and later the deployment of corrective, preventive or improvement action plans. It is a descriptive study and developed through an integrative literature review (RIL) where no production was found that demonstrated any instrument used to guide the manager to understand the indicators, the articles found, point to the need for education permanent, it was evidenced that although the majority of the managers affirm that they understand the indicators, they make little use of the information for decision purposes in their management, it was also stated that the lack of time contributes to the team not complying with the collection and analysis routine indicators. It is necessary to innovate management, looking for tools to evaluate and monitor its indicators.