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Showing 3 results for Management Style
 Evaluation of relation between styles of conflict management and creativity of staff in teaching hospitals of Kerman city in 2008 
Mahmoud Nekuei Moghaddam, Azadeh Taghavi Rad, Saeedeh Hakimipour, Milad Shafiei, Gholamreza Goudarzi,
Volume 9, Issue 3 (2-2011)
Abstract

Background: The world is changing continually and organizations as the subsystems of the world should be adapted with these changes by helping to develope of creativity and innovation.This study to evaluate the relationships between conflict management styles and creativity of staff in training hospitals in  Kerman province.

Materials & Methods:This is a cross-sectional study from aspect of descriptive -analytical. For gathering data, the standard questionnaires of conflict management for managers and creativity for staff applied. The participants in the study were all disciplinary managers from selected hospitals in one group and all disciplinary staff of selected hospitals in another group.Data analysis used in SPSS software.

Results:The results showed that there is a significant and opposite assosiation between enforcing styles and negotiating styles between managers (P<0/05, r= -0/187) and creativity of staff (P<0/05 , r= -0/155) . Meanwhile, there is a significant relation between marital status and educated staff and their creativity. This research reveales that avoiding styles applied among men is less than women.

Conclusion: To develop creativity of staff and managers should decrease using of enforcing and negotiating styles to solve the conflicts in hospitals.


Investigating the Possibility of Implementing the Magnet Hospital Attributes and Its Impact on Nurses Job Satisfaction
Bita Jafar Yeganeh, Dr Morteza Ghasemi,
Volume 17, Issue 1 (5-2018)
Abstract
Background: This research aimed to investigate the possibility of realizing Magnet hospital attributes and its effect on nurses’ job satisfaction.
 
Materials and Methods: This applied study was a descriptive and correlational one. The study population consisted of the nurses who worked in Qods hospital in Arak. Nurses of emergency departments, operative rooms and angiography unit due to different implementation of the work were excluded and 275 nurses were selected. Chen, Johananthin and Kramer questionnaires were applied to data collection. Data analysis was conducted by SPSS software.
 
Results: The study results revealed that the effect of "Magnet Hospital attributes" on "job satisfaction" is equal to 0.567. Autonomy (β = 0.015), policy (β = 0.515), management style (β = 0.295) and professional development (β = 0.103) significantly contributed 56% of the variance of job satisfaction. Per unit increasing in "autonomy", "policy", "leadership style" and " professional development” was added 0.013, 0.427, 0.265 and 0.91 to "job satisfaction”, respectively.
 
Conclusion: Manager support for professional development has positive impact on nurses’ satisfaction through continuous learning, autonomy in their duties and increased nursing leadership power. Therefore, planning for access to Magnet hospital should be the top priorities of nursing managers.
 

Management style of educational and medical centers in Qazvin: Perception of frontline staff from the structure and condition
Sogol Sarikhani, Omid Khosravizadeh, Bahman Ahadinezhad, Mohammadreza Mohammadkhani, Fateme Vahdati, Rana Soheylirad,
Volume 20, Issue 3 (12-2021)
Abstract
Introduction: Management is one of the most important factors that can affect the performance of an organization such as hospital. Therefore, identifying the management style used in hospitals can be useful empirical evidence to solve many hospital problems. In this study, the management styles used in the educational-medical centers of Qazvin University of Medical Sciences have been studied and determined.
Methods: In this descriptive-analytical study, a sample of 411 people was selected using random sampling method from a population of 2265 employees working in university hospitals in Qazvin. The required data were collected using a valid Clark management style questionnaire and through employee perception survey. Finally, the obtained information was analyzed in the space of STATA 15 and SPSS 16 software.
Results: Individuals reported the highest frequency (42%) for autocratic style items and the lowest frequency (25%) for delegating style items. Autocratic style had the highest total mean (3.22 of 5) and delegating style had the lowest total mean (2.87 of 5). Apart from autocratic style, there was a significant difference between hospitals in terms of the use of participative and delegating styles (p <0.05).
Conclusion: In all hospitals, the dominant management style was autocratic style. It is suggested that managers be taught about the techniques and functional benefits of participative and delegating styles.
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