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Showing 4 results for Hospital Managers
Studying TUMS Hospital Managers’ Viewpoints Regarding the Observance of Total Quality Management Components in 2012
Moustafa Rabeian, Iravan Masoudi Asl , Hamed Nazari, Samad Azari,
Volume 11, Issue 3 (7-2017)
Abstract
Background and Aim: Total quality management (TQM) is defined as a system for the assurance of delivering high-quality and cost-effective services. In this regard, due to their service role, hospitals are important in external economic changes. This study was performed to measure the executive backgrounds of total quality management (TQM) in Tehran University of Medical Sciences (TUMS) teaching hospitals in 2012.
Materials and Methods: This cross-sectional study was done in TUMS hospitals. The data were collected using a valid and reliable questionnaire, and were analyzed by descriptive and analytical statistics.
Results: The findings of this study showed that the dimensions of trustworthiness (3.25±0.88) and the beauty of environment (3.06±0.87) got the highest scores; however, the speed of giving services (2.40±1.04) got the lowest scores. In addition, the executive grounds of TQM implementation were “moderate to low” in the studied hospitals with an average score of 2.88± 0.74. 
Conclusion: According to the results, total quality management requirements are in a moderate-to-low condition in the studied hospitals. Although managers’ attitude towards TQM is rather positive, it is necessary to improve the quality of services, performances and processes through culture building, creating positive attitudes in managers and employees, providing trainings related to quality improvement, increasing the commitment of top managers, attracting staff participation, promoting innovation and creativity, and evaluating the quality of services.

TUMS Hospital Managers’ Occupational Burnout and Its Relationship with Their Emotional Intelligence
Abolfazl Dorost, Ahmad Fayaz-Bakhsh , Mostafa Hosseini , Hamzeh Mohammadi ,
Volume 11, Issue 4 (12-2017)
Abstract
Background and Aim: Occupational burnout is one of the aspects of psychological hazards. One of the most important factors that can predict it is emotional intelligence. The aim of this study was to investigate the effect of emotional intelligence on occupational burnout among the managers of Tehran University of Medical Sciences (TUMS) selected hospitals.
Materials and Methods: This was a cross-sectional descriptive and analytical study in 2014. The subjects were senior, middle and executive managers of TUMS affiliated hospitals. Census was used in this study. Ninety questionnaires were distributed in accordance with the population size. For data collection, Maslach Burnout Inventory (with reliability and retest coefficients of 0.71-0.9 and 0.6-0.8, respectively), Intelligence Questionnaire by Bradberry and Greaves (with reliability and validity of 0.83 and 0.67, respectively) and demographicprofile questionnaire were used. All statistical analyses were performed by SPSS software.
Results:  There was no significant relationship between job burnout and demographic variables (e.g. work experience, management experience, education, gender, marital status and occupational position). Emotional intelligence of managers and its subscales were high. The highest and lowest scores of emotional intelligence component belonged to relationship management and social awareness, respectively. There was no meaningful relationship between job burnout and emotional intelligence at the error level of 5% and P-value=0.63.
Conclusion: Since managers’ social awareness was at a low level, by improving it, we can help their emotional intelligence increase; also by identifying the factors affecting hospital managers’ occupational burnout, we can help it decrease. 

The Implementation Challenges of Health Information Systems in Iran’s Southeastern Hospitals: From Managers’ Perspective
Reza Abbasi, Fatemeh Rangraz Jeddi, Shima Anvari, Reza Khajouei,
Volume 16, Issue 3 (8-2022)
Abstract
Background and Aim: Hospital managers are one of the key decision-makers in the implementation of health information systems. This study aimed to determine the implementation challenges of health information systems based on the hospital managers’ perspective.
Materials and Methods: This descriptive-analytical study was conducted in 2019 on the hospital managers of three provinces (Kerman, Yazd, Sistan and Baluchestan). Data were collected using a self-administrated questionnaire. The face validity of this questionnaire was approved by experts in health informatics and health information management and its reliability was confirmed by Cronbach’s alpha (α=96.7%). Data were analyzed using SPSS. To investigate the relationship between the mean of each challenge with demographic variables, Pearson, Independent T-test, and ANOVA tests were used.
Results: In this study, the factors related to ignoring the hospital manager’s needs in system selection (1.333 out of 2 points), hardware purchase cost, insufficient user training to using the system (1.238), inadequate manpower and health informatics specialists (1.19), software purchase cost, insufficient financial resources (1.142), high cost of system launching, the lack of integration and interoperability among information systems, lack of support from health care professionals (1.047), and lack of management experience in choosing the best system (one out of 2) had the highest scores (out of 2 points). Also, personnel training costs to work with the system (-0.092) and Lack of improvement in work processes (-0.047) obtained the lowest scores. Data analysis showed that managers with clinical backgrounds considered financial and human challenges more important than non-clinical managers (P<0.031).
Conclusion: The hospital managers believed that financial, human, technical, managerial, and organizational factors are the most important challenges in implementing health information systems in Iran’s hospitals respectively. The health policy-makers and planners at large and small levels can address many of the challenges before implementing systems by focusing on identified priorities.

Proposing a Model for Managerial Competencies of Hospital Managers in Iran
Kourosh Abbasiyan, Mohammad Alimoradnori, Mohammad Bagher Karami,
Volume 18, Issue 2 (5-2024)
Abstract
Background and Aim: Managers, as the main decision-makers in facing various internal and external organizational problems, play a significant and determining role in the success or even failure of an organization. If competent and experienced managers are positioned at the top of organizations, the success of these organizations in achieving their goals will be guaranteed and an organization can achieve maximum efficiency with minimal resources. The aim of this study was to design a model of managerial competencies for hospital managers.
Materials and Methods: This qualitative research was conducted from year 2020 to 2022. After reviewing studies related to the topic, the extracted competencies were given to 19 experts consisted of relevant academic faculty members and managers with experience in the healthcare system and hospitals. Eventually, a managerial competency model was formulated through the use of the Delphi method and expert panel discussions. Collected data were analyzed in Excel software.
Results: The developed model in this research for the concept of hospital managers’ competencies includes 33 managerial competencies of hospital managers in four main management functions (planning, organizing, leadership and control) and managerial roles, which starts from literature review and performing two Delphi steps and implementing two expert panel plans. In the competency of hospital managers model, the planning dimension consists 4 components, organizing consists 4 components, leadership consists 12 components, control consists 4 components, and managerial roles consists 9 components. Strategic thinking, which is a subset of planning, has the highest weight (0.495) and highest rank among other components, and continuous improvement, which is a subset of managerial roles, has the lowest weight (0.033) and lowest rank among other components.
Conclusion: This study proposes an exclusive and comprehensive model, utilizing practical techniques as a suitable solution for evaluating the managerial competencies of hospital managers. The proposed framework in this study can serve as a standard performance assessment tool for evaluating managers.

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