Strategic management of healthcare institution development of the national medical services market


The article reviews the current state of the market of medical services in Europe and comparatively results with the health care system in Ukraine. The main problems of reforming the health care system of Ukraine, which is characterized by the reduction of public health institutions, insufficient funding and an increase in the number of private clinics aimed at maximizing profits, are analyzed. On the one hand, this improves the quality of medical services, as private clinics, not having public funding, but financed by consumers purchase expensive equipment and make decisions in market conditions, which contributes to the introduction of new methods and innovative technologies, while on the other hand private medicine is inaccessible to the vast majority of the population of Ukraine due to the low economic status of citizens. The article considers the problem of remoteness of settlements from health care institutions and gives recommendations for further development and management of the health care system on the national market of medical services to reduce the risk of premature loss of population and improve the health of patients. The main reasons for the decline of the population of Ukraine are described and recommendations for the transition from public to public private medicine are provided. It was found that it is necessary to increase funding for public healthcare institutions and increase their total number to preserve the human potential of Ukraine. It was concluded that the strategic management of the development of the health care system should constantly monitor the effectiveness of implementation of changes, develop a flexible system of reform and control, which would take into account regional characteristics and mentality of the Ukrainian population. In order to increase the results of public medicine functioning and improve its availability and competitiveness, it is necessary to reorganize the system of control over the targeted use of monetary resources and develop a step-by-step strategy of Ukraine's development in all areas of the medical services market.

Authors and Affiliations



Related Articles

Transformation of Georgia’s trade policy strategy: from frailty to sustainability

The following article reviews the trade policies and practices of Georgia as well as Georgia-WTO relationship. The authors focus on Georgia’s recent economic performance, including Association Agreement (AA) with the Eur...

Consumer behavior clustering of food retail chains by machine learning algorithms

Analysis of the behavior of an economic agent is one of the central themes of microeconomics. Right now, with the comprehensive increase in the amount of data and the expansion of the computing capabilities of personal c...

Models and intellectual technologies used for analysis and process management under uncertainty

Objectives: Modern production activity of railway transport of Ukraine (RTU) is characterized by high the level of complexity of processes and a wide range of conditions of uncertainty. The article is devoted to the task...

Analysis of supply and demand in the labor market of Ukraine: regional aspect

This article is concerned with the analysis of supply and demand for labor in the regional labor market of Ukraine on the example of the Dnipropetrovsk region. The article presents the analyzes of such theoretical issues...

Impact of financial risk on the operation of Start-ups

The aim of this study is to analyse the impact of financial risk on the operation of innovative, high-risk enterprises – start-ups. Through advanced technologies and focusing on individual needs of recipients, such enter...

Download PDF file
  • EP ID EP691196
  • DOI
  • Views 238
  • Downloads 0

How To Cite

Inesa MIKHNO Viktor KOVAL Anton TERNAVSKYI (2020). Strategic management of healthcare institution development of the national medical services market. ACCESS: Access to science, business, innovation in the digital economy, 2(7), -.