Assessment of Strategic Management Practice of Malaria Control in the Dangme West District, Ghana

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dc.contributor.advisorWurapa, F.K.
dc.contributor.advisorAfari, E.A.
dc.contributor.advisorAsante, R.K.O.
dc.contributor.authorOfei, A.M.A.
dc.contributor.otherUniversity of Ghana, College of Health Sciences, School of Public Health
dc.date.accessioned2014-07-15T14:17:03Z
dc.date.accessioned2017-10-14T03:32:24Z
dc.date.available2014-07-15T14:17:03Z
dc.date.available2017-10-14T03:32:24Z
dc.date.issued2007-09
dc.descriptionThesis (MPhil)-University of Ghana
dc.description.abstractObjective: To assess the strategic management practice for malaria control in the Dangme West district. Methods: Strategic management (SM) practice was assessed in all HCFs both in the public and private and some chemical shops within the Dangme West district using semi- structured questionnaires and question guides. In-depth interviews were carried out with healthcare providers in their clinical setting. The status of key malaria control indicators was assessed by interviewing 385 healthcare consumers and 100 pregnant women who were selected by multi-stage cluster sampling from 21 communities. The study utilized both qualitative and quantitative methods in describing the SM practice and assessing status of key malaria control indicators. In addition to the above data was also collected through desk top reviews of HCFs‟ records, district‟s health annual reports, published and unpublished literature, textbooks, etc. Results: Healthcare managers were using all the elements of SM in the management of malaria but these were not holistically coordinated. Present were short ranged informal planning based on the objectives of NMCP and day-to-day operation of the HCFs especially with Ghana Health Service facilities. Due to homogenous nature of Dangme West district, management of culture wasn‟t given much attention by healthcare managers though healthcare providers were acutely aware of its importance to quality service delivery. Competition was woefully absent in the healthcare environment. No formal structure has been created for the management of malaria control activities with the exception of the involvement of Community Based agents. The district was widely implementing all the strategies of the NMCP with favourable outcomes. vConclusions: The practice of strategic management though present in the district, it was fragmented. Hence, while there was significant improvement in the status of key malaria control indicators, this could have been further enhanced if the practice of strategic management has been carried out in a more holistic way. Thus, the assumption; the degree to which malaria control is systematically managed using the process of SM will enhance the status of key malaria control programme indicators is true. HCFs should be able to define their needs based on the realistic needs of the communities and develop plans, which would creatively lead to competitive advantage. There should be adequate involvement of chemical sellers in training programmes for healthcare providers with keen supervision and monitoring of their activities within the district. BCC should target groups to make it more acceptable using local approaches. Strategic Management should be developed as a taught course for In-Service Training within the service for all staff in leadership and management positions.en_US
dc.format.extentxii, 191p.
dc.identifier.urihttp://197.255.68.203/handle/123456789/5137
dc.language.isoenen_US
dc.publisherUniversity of Ghanaen_US
dc.rights.holderUniversity of Ghana
dc.subjectAssessmenten_US
dc.subjectStrategic managementen_US
dc.subjectPracticeen_US
dc.subjectMalaria controlen_US
dc.subjectDangme Westen_US
dc.titleAssessment of Strategic Management Practice of Malaria Control in the Dangme West District, Ghanaen_US
dc.typeThesisen_US

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