Entre o pensado e o vivido: a prática sugerindo as competências para a gerência na Estratégia Saúde da Família

Abstract

Management in the Family Health Strategy (FHS) arises as professional practice from the need for the insertion of a professional that is directed to responding organizational and health care demands, as well as articulating the Health Care Network to guarantee care integrality and the care a person needs, in the Primary Health Care perspective.From the existence of this actor, we understand the level of responsibility that they have been taking on, through territorial demand and by the municipal secretary of health. In this complex of attributions and duties, the systematization of management competencies for the Family Health Strategy becomes a need, facing the challenge that is placed in recognizing this professional as necessary for the proper functioning of health actions and services. This study had as objective to analyze the competencies for the management of Health Centers in FHS through the practice of managers in the municipality of Sobral, Ceará.This is, therefore, a case study type study, with qualitative approach, using bibliographic survey, considering the constructivist approach of competency mainly from studies by Bertrand Shwartz (apud DELUIZ, 2001) and Irigoin Barrene and Vargas Zuniga (2004) among other contributions. The study was conducted between October 2012 and April 2013. Data collection consisted of group focus, a semi-structured interview and a questionnaire. The subjects of this study were managers, tutors from the territory, FHS professionals, the municipal manager and Primary Care coordination. This multiplicity of subjects was purposely related to comply with the constructivist approach of competency when it proposes the participation of different subjects directly linked to the professional practice of the manager, for the analysis of work situations.For data analysis, we used the thematic analysis described Minayo (2008). With the results, we were able to identify a large number of practices, attributions and responsibilities that are being taken on and incorporated from management and territorial demands in a non-systematic manner, generating a diversity of management “models”.From the analysis, it was possible to identify 24 competencies, from which we opted to systematize, using the quadrilateral formation for the area of health: Management, Care, Education and Social Control. Among the competencies identified people management and personnel management were most cited by the study subjects.