Managerial Skills of Hospital Administrators

Toygar, Şükrü Anıl; Akbulut, Yasemin

doi:10.1177/0972063413516228

Cited by 14 publications

(12 citation statements)

References 13 publications

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“…[ 14 ] The reports published by the Ministry of Health, Treatment and Medical Education in recent years indicate that about 90% of the managers of hospitals in Iran do not have any management expertise in the field of health care, which reduces the productivity of hospitals. [ 13 15 16 ] Health-care organizations, particularly hospitals, are constantly facing challenges from variable internal and external forces including changes in technology, changes in the health-care market, changes in economic conditions, and amendments and corrections of the health-care system. These advances and changes challenge the capability and ability of managers in the organization and force them to revisit and reevaluate the qualifications and skills needed by the managers.…”

Section: Introductionmentioning

confidence: 99%

Hospital managers' skills required and onward challenges: A qualitative study

Moradi

Toghroli

Abbas

et al. 2020

J Edu Health Promot

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INTRODUCTION: The qualification of managers in terms of management skills is one of the most important factors in the continuous success of each organization, and utilizing such skills can have a positive contribution in the effectiveness of the organization while improving the performance of the employees in line with the objectives and goals of the organization. The study's primary objective was to examine the necessary skills of the hospital managers and their capabilities to manage the challenges in providing health care facilities to their patients and employees. MATERIALS AND METHODS: This study is a qualitative that deep interviews were performed with 22 managers (senior and middle managers) of educational hospitals of Kermanshah city, and the sample size was 22 individuals. The interviews were analyzed by a MAXQDA software application after transcription. RESULTS: This study includes 8 themes and 23 subthemes. The strategic skill, the perceptive skill, the human relations skill, work experience, and personal characteristics were among the skills necessary for hospital managers. Some of the challenges facing the hospital managers included rapid changes in the policies, the limitations of financial resources, and lack of proportion between the educational and occupational spheres. CONCLUSION: Because of their existential philosophy and differences with other service sectors, managing hospitals poses a particular sensitivity. In this regard, the role of the hospital manager is very important. Therefore, in order to meet the satisfaction of those receiving services, decision-makers and policy-makers must think twice when selecting and appointing hospital managers and evaluate and appraise this group in terms of abilities and skills necessary for managing such an important service section.

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Section: Introductionmentioning

confidence: 99%

Hospital managers' skills required and onward challenges: A qualitative study

Moradi

Toghroli

Abbas

et al. 2020

J Edu Health Promot

View full text Add to dashboard Cite

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“…Significantly more respondents (p=0.016) in the 25-40-year category perceived the ability to solve problems as not important, when compared to the ratings of the other two age categories. A study conducted by Toygar and Akbulut (2013) concludes that managers who feel committed to their organisations have high-level problem-solving, decision-making and creative skills. The ability to be creative was rated as the most important intrapersonal category by the 25-40 year olds, whereas 93.88% of respondents perceived it as highly important.…”

Section: Resultsmentioning

confidence: 99%

“…Managers bear the key responsibility of informing their employees on hour to improve their job performance on an ongoing basis, and managing the management systems and resources that are designed to align the performance of employees in the restaurant section to the whole organisation (Aguinis et al, 2012;Ekaterini, 2011). Decision-making, performance feedback and training are the highest-rated management competencies (Toygar & Akbulut, 2013).…”

Section: Management Domainmentioning

confidence: 99%

Perceptions of Different Generations Regarding Managerial Competencies in Restaurants

Kleynhans¹,

Shai²,

Roeloffze³

2018

JEBS

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Managerial competencies of restaurant managers play a major role in motivating employees to be productive and to provide excellent service which, in turn, will lead to customer satisfaction. Drawing upon generational differences in work ethics and values, the authors examine the importance of managerial competencies in three age cohorts. A quantitative research design was selected using a structured questionnaire consisting of five competency domains. Data were collected from 180 restaurant managers and employees in restaurants in the City of Tshwane. The results of the Fisher exact test indicated that the importance of managerial competencies differed significantly in the three age groups. Significant differences existed for three leadership domains, two management domains, one interpersonal and one intrapersonal domain. No significant differences were recorded for the perceptions of the different age groups regarding the importance of the technical domain. For the younger generation, the ability to grant employees the opportunity to grow was regarded as highly important by all respondents. The ability to maintain discipline in the workforce was perceived as less important by the youngest age group when it was compared to the other age groups. The youngest employees felt that the ability to be innovative was not as important unlike the perception of the older age groups. The findings of this study could lead restaurant managers to a better understanding of the different generational groups, how to motivate them thereby ensuring job satisfaction and service quality.

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“…Previous research has investigated the competencies required for effective health care workers and managers (1)(2)(3)(4)(5). Although authors varied in their definition of competency (1), they agreed that it represents the level of skills and knowledge that can be measured against standards and improved by training and development for optimal job performance (6)(7)(8).…”

Section: Introductionmentioning

confidence: 99%