Kalhor Rohollah, Tajnesaei Mahsa, Kakemam Edris, Keykaleh Mesam Safi, Kalhor Leila
aSocial Determinants of Health Research Center, Qazvin University of Medical Sciences, Qazvin bDepartment of Health Management and Economics, School of Public Health, Tehran University of Medical Sciences cSchool of Health, Safety and Environment, Shahid Beheshti University of Medical Sciences dHealth Management and Economics Research Center, Iran University of Medical Sciences, Tehran eIranian Center of Excellence in Health Management, School of Management and Medical Informatics, Tabriz University of Medical Sciences, Tabriz, Iran.
J Egypt Public Health Assoc. 2016 Dec;91(4):157-162. doi: 10.1097/01.EPX.0000508180.48823.cd.
Hospital managers should have enough managerial competencies to coordinate the complex environment. The underlying assumption is that there is a potential gap in management capacity between public and private hospitals in Iran. This study aims to evaluate competency level of hospital managers and to compare their competencies in public and private hospitals.
This study was descriptive-analytic, carried out in 2015. A survey using a self-administered questionnaire was conducted among 127 public and private hospitals managers in Tehran Province, Iran. Respondents were asked to rate their competencies in a five-key subscale that included people-related skills, health delivery, self-management, task-related skills, and strategic planning and management. Ratings were based on a five-point Likert scale ranging from very low to excellent competency level.
Self-assessment of competencies level showed that managers in all state hospitals evaluate their competency at a low level. Managers felt most competent in health-delivery skills (3.71), people-related skills (3.61), and strategic planning and management (3.57), relatively less competent in self-management (3.54) and task-related skills (3.49). While being the mean total competency levels were significantly higher among male managers, those who participated in the healthcare/hospital management training courses, and those whose primary formal qualification was management in healthcare/hospital management (P<0.05). Similarly, managers who had more experience in their current position were more likely to report higher competencies level (P<0.05). Managers in private hospitals perceived themselves to be significantly more competent than their public hospitals colleagues in most of the management facets (P<0.001).
There is a perceived lack of management capacity by managers of both public and private hospitals and the gap between public and private hospitals is small. There is widespread need for management training to be made available in Iran.
医院管理者应具备足够的管理能力来协调复杂的环境。基本假设是伊朗公立医院和私立医院在管理能力方面可能存在差距。本研究旨在评估医院管理者的能力水平，并比较公立和私立医院管理者的能力。
本研究为描述性分析研究，于2015年开展。通过自填式问卷对伊朗德黑兰省127名公立和私立医院管理者进行了调查。要求受访者在包括人员相关技能、医疗服务、自我管理、任务相关技能以及战略规划与管理在内的五个关键子量表中对自己的能力进行评分。评分基于从极低到优秀能力水平的五点李克特量表。
能力水平的自我评估显示，所有公立医院的管理者都将自己的能力评估为较低水平。管理者们认为自己在医疗服务技能（3.71）、人员相关技能（3.61）以及战略规划与管理（3.57）方面能力最强，在自我管理（3.54）和任务相关技能（3.49）方面能力相对较弱。虽然男性管理者、参加过医疗保健/医院管理培训课程的管理者以及主要正规学历为医疗保健/医院管理专业的管理者的平均总体能力水平显著更高（P<0.05）。同样，在现任职位上经验更丰富的管理者更有可能报告更高的能力水平（P<0.05）。私立医院的管理者认为自己在大多数管理方面比公立医院的同行能力明显更强（P<0.001）。
公立和私立医院的管理者都认为存在管理能力不足的问题，公立和私立医院之间的差距较小。伊朗普遍需要提供管理培训。
