ALGORITHM FOR INTEGRATED MANAGEMENT OF THE DIAGNOSTIC PROCESS AND RESOURCES OF A MEDICAL ORGANIZATION

Abstract

The article considers the urgent problem of improving the management of the diagnostic process in the context of the instability of the healthcare system. Existing approaches to the management of medical organizations are often fragmented and do not combine clinical algorithms with the tactical and strategic allocation of resources. The paper proposes an original three-level management scheme (strategic, tactical and operational contours), integrating the traditional diagnostic algorithm with the management functions of a medical organization. Objective of the work. The aim of the work is to develop and present an integrated three-level management scheme for the diagnostic process, which combines a clinical algorithm (anamnesis collection, differential diagnostics, verification) with the management functions of a me¬dical organization (resource allocation, quality control, strategic planning). The proposed scheme eliminates the fragmentation of existing approaches by supplementing the previously proposed algorithm with tactical and strategic level blocks, as well as introducing a modified p-committee method to improve the validity of decisions in differential diagnostics. Materials and methods. The material was served by the analysis of the literature on process management in medicine, machine learning methods and the theory of active systems. The proposed method involves the use of a modified p-committee to formalize the medical consultation and a three-tier management structure (strategic, tactical, and operational contours) integrating the clinical algorithm with management functions. Research Results. The study resulted in the development of a three-tier management framework (strategic, tactical, and operational contours), which for the first time integrates the clinical diagnostic algorithm with the management functions of a medical organization, including resource allocation, quality control, and feedback. The proposed integration and application of the p-committee method for differential diagnosis allows for the consideration of diagnostics as a manageable business process, increasing system adaptability and reducing the likelihood of errors through a continuous cycle of planning, execution, and corrective action. Discussion and Conclusion. The results of this study can serve as practical tools for developing operating procedures for medical organizations, implementing lean technologies, and building information systems for patient flow management and quality mo¬nitoring. The proposed framework can also be used to transition to digital management of a healthcare organization, ensuring a continuous cycle of planning, execution, control, and improvement in both outpatient and inpatient settings.