Abstract:

Purpose- This study aims to examine the managerial practices of a hospital managers to keep up with the changing environment during the Covid-19 (pandemic) period. The authors aim to better understand and research what the managers of this hospital do while keeping up with the staggering change, by placing the use of strategic management tools (SMTs) on the theoretical ground of the Normative Model of Strategic Management (NMSM). Methods- This is exploratory, qualitative, and a single case study. The data were collected through in-depth interviews with 12 mid-level and senior managers of hospital’s, each of which lasted an average of 50 minutes, through a semi-structured form. The data were analyzed using inductive content analysis methods in line with predetermined themes. Results- The main finding is that both middle and senior managers use 16 SMTs at various stages of strategic management process to respond to the changing internal and external environment during the pandemic. SMTs were used most intensively in the strategic analysis phase. At this phase, with the reengineering, which is the most used tool, and non-emergency health services were postponed, workflows were renewed, and many services were digitized. Conclusion: By using different SMTs in their decisions, managers can gain strategic advantage for their purposes. While supply chain management is a tool used only by the purchasing unit manager, reengineering can be a tool that every manager uses to adapt to the environment. Being aware of these tools by managers at all levels and diversifying them will enable them to make better managerial practices.

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