Showing 4 results for Competency
Behnaz Kermani, Hasan Darvish, Mohammad Ali Sarlak, Pirhossein Kolivand,
Volume 15, Issue 4 (1-2017)
Abstract
Background: In the current turbulent world of business, organizations have to try and compete to identify, recruit and retain the most qualified managers as a competitive advantage. The aim of this study was to investigate the relationship between leadership competencies of managers and administrative staff with the performance of hospitals.
Materials and Methods: This descriptive correlational study was conducted in2015. This study was done in a public teaching hospital, a public non-teaching hospital and a private hospital in Tehran that were general and in average size. The study population was head for all units and departments in accordance with accreditation standards. Sampling methods was Census and leadership competencies using clinical leadership competency framework(CLCF) questionnaire and hospital performance using evaluation scores based on national accreditation standards in2014 that were used in2015 as the basis for the ranking were assessed. Data using Pearson correlation coefficient and test-t, chi-square, regression and ANOVA analyzed.
Results: results showed significant positive correlation between leadership competencies and performance of hospitals(α=0/001,R=0/556). All components of competency (personal qualities(R=0/446), working with others(R=0/529), managing services(R=0/569), improving services(R=0/445), setting direction(R=0/269)) have also positive and significant correlation with performance. Leadership competencies with education (R=0/368), type of employment(f=5/209) and type of hospital(f=15/252) and performance with marital status(R=0/038), type of hospital(f=4/352) and management experience(R=0/273) have showed a significant positive correlation.
Conclusion: Today, organizations will be success if they able to attract and maintenance the most qualified, and employ their services in proper place. Neglect of this important and non-use of existing potentials could have negatively impact the performance of individuals, units and hospitals.
Noushin Kohan, Fatemeh Keshmiri, Roohollah Askari,
Volume 21, Issue 3 (12-2022)
Abstract
Background: It is expected that graduates of healthcare management have the necessary skills to perform various managerial and administrative positions. This study was carried out with the aim of designing and compiling an evaluation framework for students based on educational standards in the internship period.
Materials &Methods: The current study was conducted in four phases: In the first phase, in order to identify the problem and assess the needs, the existing curriculum and topics were examined, as well as the studies conducted in this field. In the second phase, the perspective of the stakeholders was used to complete and modify the initial framework. In the third phase, worksheets for registering internship learning activities were prepared for students and a checklist of educational and learning objectives, personal and management skills, and skills for developing professional qualifications was compiled. Finally, a specialized panel was used to determine the type of formative and final exams.
Results: The problems and challenges of internships can be investigated in 4 areas: inappropriate planning of the course, faculty, group - professors and hospital. In designing the evaluation tool, 9 criteria were taken into consideration. Also, tests designed in a compilation framework were used as formative tests and reasoning tests were used as final tests.
Conclusion: The compiled framework can be used as a valid and comprehensive tool to evaluate the practical competence and capabilities of healthcare management students during the internship period.
Roholah Hosseini, Mohammad Reza Zaman Parvar Barkosrai ,
Volume 22, Issue 3 (12-2023)
Abstract
Background and purpose : Managers, as the most important organizational decision-makers, have a significant and decisive role in the success and development of hospitals. Competency models help hospital managers to apply the knowledge, skills, and experiences needed to fulfill their responsibilities and mission. It helps them to do their jobs more successfully. The purpose of this study is to design a management competency model in order to optimize management systems in Karaj hospitals.
Methods: The current research is based on a quantitative approach, and in terms of its purpose, it is an applied research type, and in terms of data collection, it is a survey type. The statistical population of his research was all employees and medical staff in the hospitals of Karaj city. The sample size is 384 people and stratified random sampling method was used.The data was collected using a researcher-made questionnaire whose validity was confirmed by experts. The software used in this research is SPSS22 and AMOS.
Results: According to the findings The impact of the six main dimensions of the management competency model included Knowledge competence (1.02), personal competence (0.98), interactive competences (0.38), executive competences (0.51), value and moral competences (0.42) and in The maximum job qualifications (0.41) were determined.
Conclusion: Based on the findings The impact of knowledge and personal competence on management competence in hospitals is higher than other dimensions. In other words, management competence in the hospital is highly dependent on the knowledge and personal competence of managers. Also, based on the goodness of fit index, the hospital management competency model was modified and evaluated within the standard. It is suggested to provide the basis and preparations for the implementation of the model for appointing competent managers and improving the competence of the hospital management system.
Niloufar Amiri Ghale Rashidi, Farin Razaghi Kashani, Ramin Rahimnia, Ebrahim Jaafari Pooyan, Alireza Arab Yarmohammadi, Hadi Mokhtare, Masoud Rafati, Zohreh Jabari Moghadam,
Volume 23, Issue 4 (2-2025)
Abstract
Background and purpose: In Iran’s health system, the lack of a systematic process for selecting managers based on the specific competencies required in medical universities and the health sector has long been a challenge. To address this gap, Tehran University of Medical Sciences took the lead as the first institution to design a competency mapping framework for frontline and middle managers, aiming to align managerial selection with the strategic goals of the health system.
Methods: Firstly, a succession planning committee was formed in the university’s Vice-Chancellor for Management Development and Resource Planning. Following an extensive review of relevant models and strategies by several expert panels, this committee proposed guidelines for selecting selecting managers based on merit and developed a competency mapping process.
Results: The competency mapping process was structured into eight steps, including: candidate eligibility screening, assessment of general and technical competencies, 360-degree performance evaluation, review of prior experience, and participation in a mentoring-based empowerment program.
Conclusion: Using this merit-based selection model, top-performing candidates could be successfully appointed to managerial roles. A key achievement of this process is fostering a culture of meritocracy and advancing the organizational maturity of the university. Competency and talent mapping can serve as a robust framework for succession planning and managerial development in medical universities and the broader health system. This approach might significantly contribute to optimizing the selection and development of future leaders for critical positions via identifying skill gaps, assessing development needs, evaluating performance, and enhancing talent identification.
