Showing 5 results for Managers
Ehteram Ibrahimi, Marjan Mardani Hamoleh, Haydeh Heidari, Mohammd Mahboobi,
Volume 5, Issue 1 (12-2011)
Abstract
One of the most important factors for effective function in an organization is human factor. Social support is known as a psychocognitional factor in workplace that affects human productivity. The purpose of this study was to determine the rate of perceived social support at domain of emotional support among hospital staff.
In this cross-sectional study, 120 hospital staff who worked at a selected hospital of Isfahan were included based on convenience sampling. Data was collected using social support and demographic data questionnaires. These questionnaires were developed by researcher. The validity of questionnaires was evaluated by content analysis and reliability of questionnaires was evaluated by test re-test and data were analyzed by descriptive and analytical statistics.
Our results show that perceived social support at the domain of emotional support from coworkers (mean ± SD=3.34±0.9) was significantly more than perceived social support at domain of emotional support from managers (mean± SD =2.58±0.88). Also, a significant association was found between perceived social support at the domain of emotional support and age and work experience (P<0.005).
In conclusion social support from personnel at the domain of emotional support is necessary for increasing human productivity and hospital managers can affect staff efficiency by developing their relationship with hospital personnel.
Hossein Dargah, Seyedeh Ghazaleh Sadat Tehrani,
Volume 7, Issue 1 (5-2014)
Abstract
Observation of ethical principles by health care organizations managers can direct and control human resources. Moreover, organizational commitment is a type of emotional and fanatical dependence on the values and goals of an organization that can help preparing an appropriate background for employee development. Therefore, this research is aimed to determine the relationship between management ethics and organizational commitment among employees of the Tehran University of Medical Sciences. This is a cross-sectional, descriptive and analytical research conducted among the headquarters employees of the Tehran University of Medical Sciences. One hundred and fifty employees were selected as a research sample using the Cochran formula. The research tools were two types of standard questionnaires including organizational commitment and principles of ethics questionnaires that were completed by the employees. The response rate was 86%. The collection and analysis of data were performed by SPSS software. The results of this research showed that most managers of TUMS headquarters observed the principles of ethics and also most of the employees had a high level of organizational commitment. However, organizational commitment of TUMS employees does not appear to be influenced by managers’ observance of ethical principles, and it seems that other factors like organizational culture or organizational health could be correlated with employees’ organizational commitment. The authors recommend preparation of ethical charters and avoidance of instrumental usage of ethical principles by the managers in order to direct the employees to follow ethical guidelines and create a unified culture within the organization.
Shilan Ghaderi, Mehran Sadeghi, Fayegh Yousefi, Mohammad Saleh Vahedi, Nader Karami, Aram Karimian,
Volume 12, Issue 0 (3-2019)
Abstract
One of the main methods of improving patient safety is use of reporting systems and providing facilities for analyzing and preventing mistakes. The aim of this study was to determine the attitude of nursing managers of hospitals affiliated to Kurdistan University of Medical Sciences towards the voluntary reporting system of medical errors in 2015. In this descriptive-analytic study, all managers of selected hospitals in Kurdistan province were enrolled in this study. The data was collected through a valid questionnaire for attitude towards the voluntary reporting system of medical errors. Data were analyzed by SPSS software version 20, independent t-test, chi - square and ANOVA. According to the results of the study, 87.9% (80 participants) of the managers encountered reporting of errors in their workplace. 68.1% (62 participants) of the managers had a positive attitude toward the voluntary system of medical errors and 16.15 % (15 participants) had a negative attitude and 15.38% (14 participants) were indifferent. According to the results of the research, more than 68.1 % of managers have a positive attitude towards the voluntary reporting of medical errors and with the necessary measures a suitable platform for launching the voluntary reporting system of medical errors in the treatment centers can be provided.
Samira Rezaei, Mehrnoosh Pazargadi, Mohammad Mehdi Salaree,
Volume 13, Issue 0 (3-2020)
Abstract
The health system needs nursing managers with moral reasoning ability to increase the quality of care in the system by adopting an effective leadership style. The aim of this study was to investigate the relationship between moral reasoning ability and leadership style of nursing managers of medical centers affiliated to Jiroft University of Medical Sciences. The present study was a descriptive- correlation cross-sectional study that was conducted in 2020. The population of study was all employed nursing managers, among whom 124 participants with a bachelor's degree in nursing and higher were included in the study by census sampling method. Data collection tools were demographic questionnaires, “Cherisham moral reasoning” and “Hershey and Blanchard leadership style”. Descriptive and inferential statistics and SPSS software version 19 were used to analyze the data. The results of the study showed that the mean score of moral reasoning of nursing managers is (48.10 ±7.04) which is higher than the mean score of the test. Also, the dominant leadership style of managers was selling leadership style 59.68%. The highest average of ethical reasoning of nursing managers was related to participating leadership style (48.44±7.35). There was no significant relationship between moral reasoning ability and leadership style of nursing managers (P >0.05). According to the results of the study, it is recommended to strengthen nursing managers 'efforts to strengthen transformational leadership styles in their managerial behaviors in order to improve leadership effectiveness and increase nurses' job satisfaction and observe ethical decision making.
Mostafa Roshanzadeh, Ali Taj, Somayeh Mohammadi,
Volume 17, Issue 1 (3-2024)
Abstract
In the current health system conditions, the strategies adopted by nursing managers in their ethical decision-making can lead to different results for patients, nurses, and health systems. Therefore, the present study aimed to explain ethical decision-making strategies implemented by nursing managers. The present study was conducted using qualitative content analysis in 2022 at Shahrekord University of Medical Sciences. A total of 18 nursing managers were selected through purposive sampling and were interviewed using in-depth unstructured individual interviews. Data were analyzed using the method proposed by Graneheim and Lundman. The results revealed one main category (human-centeredness) and three subcategories (customer-centeredness, valuing employees’ dignity, and the conflict between respecting the rights of patients and employees and adhering to organizational policies). Nursing managers attempted to make their ethical decisions based on the principle of humanism by using customer-centeredness strategies, valuing employees’ dignity, and prioritizing the rights of individuals and employees over organizational rules. The results of the present study showed nursing managers make decisions in line with respecting the rights of patients and employees. However, sometimes these decisions conflict with the interests of organizations. In this regard, the existing obstacles that create the conditions for such conflicts should be identified. Increasing organizational commitment in managers can also be effective in decisions that benefit different groups of customers, personnel, and health organizations.
