Barati Omid, Sadeghi Ahmad, Khammarnia Mohammad, Siavashi Elham, Oskrochi Gholamreza
Ph.D. of Health Care Management, Assistant Professor, Department of Health Care Management, School of Management and Information Sciences, Shiraz University of Medical Sciences, Shiraz, Iran; Health Human Resource Research Center, School of Management and Medical Information, Shiraz University of Medical Sciences, Shiraz, Iran.
Health Human Resource Research Center, School of Management and Medical Information, Shiraz University of Medical Sciences, Shiraz, Iran; Ph.D. Candidate of Health Care Management, Department of Health Care management, School of Management and Information Sciences, Shiraz University of Medical Sciences, Shiraz, Iran.
Electron Physician. 2016 Jun 25;8(6):2458-65. doi: 10.19082/2458. eCollection 2016 Jun.
Hospital managers aim to improve the efficiency and effectiveness of their institutions through leadership and guidance of medical personnel. Fulfilling these objectives requires a holistic approach to both the management of people and institutional prioritization. The aim of this study was to identify the skills and competencies that hospital managers must demonstrate in order to achieve their objectives.
In 2015, a regional, multi-center qualitative study was undertaken in Shiraz, Iran. Interviews and focus group discussions were conducted with university hospital managers, senior managers, faculty members, and post-graduate students, and the results were analyzed using the content analysis method by MAXQDA software.
Eight key skill themes (communication, experience, appreciation of institution logistics/infrastructure, management skills, motivation, systematic problem solving, ethics, and financial/legal awareness) were identified among the hospital managers. The common challenges that face hospital institutions include problems with hierarchical and organizational structure, excessive rules and regulations, lack of resources, poor post-graduate education, and overall management. Recurring themes with respect to how these could be addressed included changing the culture and belief structure of the hospital, restructuring the organizational hierarchy, and empowering the people.
In our cohort, practical skills, such as communication and experience, were considered more important than theoretical skills for the effective management and administration of hospitals. Therefore, we suggest that practical, skill-based training should be emphasized for students of these disciplines so they will be better suited to deal with real world challenges. Further organizational improvements also can be attained by the active and constructive involvement of senior university managers.
医院管理者旨在通过对医务人员的领导和指导来提高其机构的效率和效能。实现这些目标需要对人员管理和机构优先事项采取整体方法。本研究的目的是确定医院管理者为实现其目标必须展现的技能和能力。
2015年，在伊朗设拉子进行了一项区域性、多中心定性研究。对大学医院管理者、高级管理人员、教职员工和研究生进行了访谈和焦点小组讨论，并使用MAXQDA软件通过内容分析法对结果进行了分析。
在医院管理者中确定了八个关键技能主题（沟通、经验、对机构后勤/基础设施的认识、管理技能、激励、系统问题解决、道德和财务/法律意识）。医院机构面临的常见挑战包括等级制度和组织结构问题、规章制度过多、资源短缺、研究生教育质量差以及整体管理问题。关于如何解决这些问题的反复出现的主题包括改变医院的文化和信念结构、重组组织层级以及赋予人员权力。
在我们的队列中，对于医院的有效管理和行政而言，沟通和经验等实践技能被认为比理论技能更重要。因此，我们建议应强调对这些学科的学生进行基于技能的实践培训，以便他们更适合应对现实世界的挑战。大学高级管理人员的积极和建设性参与也可以实现进一步的组织改进。
