scholarly journals Developing senior hospital managers: does ‘one size fit all’? – evidence from the evolving Chinese Health System

2019 ◽  
Author(s):  
Zhanming Liang ◽  
Peter F Howard ◽  
Jian Wang ◽  
Min Xu ◽  
Mei Zhao
Keyword(s):  
Health Service ◽  
Performance Management ◽  
Assessment Tool ◽  
Core Competencies ◽  
Management Training ◽  
Competency Assessment ◽  
Health Service Provision ◽  
Management Positions ◽  
And Performance ◽  
Training And Support

Abstract Background: To improve the effectiveness and efficiency of health service provision in China, the National Health Commission has emphasised that training of all health service managers is essential. However, the implementation of that policy has proven challenging for various reasons, one of which is the lack of understanding of the competency requirements and gaps.Methods: A three-component survey including the use of a validated management competency assessment tool was conducted with three senior executive groups (n=498) from three categories of hospital in Jinan, Shandong Province, China.Results: The survey confirmed that formal and informal management training amongst participants before commencing their management positions was inadequate, the applicability of core competencies identified in the Australia context to the management roles in Chinese hospitals, and the low confidence of the senior executives in their management competence. In addition, the data showed significant differences between hospital categories and management levels in terms of their commitment to formal and informal training and self-perceived management competence.Conclusions: The study suggests that management training and support should be provided using a systematic approach with specific consideration to hospital types and management levels and positions. Such an approach should include clear competency requirements to guide management position recruitment and performance management.

scholarly journals Developing senior hospital managers: does ‘one size fit all’? – evidence from the evolving Chinese Health System

2020 ◽  
Author(s):  
Zhanming Liang ◽  
Peter F Howard ◽  
Jian Wang ◽  
Min Xu ◽  
Mei Zhao
Keyword(s):  
Health Service ◽  
Performance Management ◽  
Assessment Tool ◽  
Core Competencies ◽  
Management Training ◽  
Competency Assessment ◽  
Training Experience ◽  
Health Service Provision ◽  
Hospital Managers ◽  
Management Competency

Abstract Background: To improve the effectiveness and efficiency of health service provision in China, the National Health Commission has emphasised that training of all health service managers is essential. However, the implementation of that policy has proven challenging for various reasons, one of which is the lack of understanding of the competency requirements and gaps. The aims of the study were to develop an understanding of the characteristics and training experience of hospital managers in one major Chinese city, explore the difficulties they experience and relate them to their perceived importance of management competencies and the perceived level of their management competency. Methods: A cross-sectional, descriptive study with a three-component survey including the use of a validated management competency assessment tool was conducted with three senior executive groups (n=498) from three categories of hospital in Jinan, Shandong Province, China. Results: The survey confirmed that formal and informal management training amongst participants before commencing their management positions was inadequate. The core competencies identified in the Australia context were applicable to the management roles in Chinese hospitals. In addition. the senior executives had low levels of confidence in their management competence. Furthermore, the data showed significant differences between hospital categories and management levels in terms of their commitment to formal and informal training and self-perceived management competence. Conclusions: The study suggests that management training and support should be provided using a systematic approach with specific consideration to hospital types and management levels and positions. Such an approach should include clear competency requirements to guide management position recruitment and performance management.

scholarly journals Developing senior hospital managers: does ‘one size fit all’? – evidence from the evolving Chinese Health System

2020 ◽  
Author(s):  
Zhanming Liang ◽  
Peter F Howard ◽  
Jian Wang ◽  
Min Xu ◽  
Mei Zhao
Keyword(s):  
Health Service ◽  
Performance Management ◽  
Assessment Tool ◽  
Core Competencies ◽  
Management Training ◽  
Competency Assessment ◽  
Training Experience ◽  
Health Service Provision ◽  
Hospital Managers ◽  
Management Competency

Abstract Background: To improve the effectiveness and efficiency of health service provision in China, the National Health Commission has emphasised that training of all health service managers is essential. However, the implementation of that policy has proven challenging for various reasons, one of which is the lack of understanding of the competency requirements and gaps. The aims of the study were to develop an understanding of the characteristics and training experience of hospital managers in one major Chinese city, explore the difficulties they experience and relate them to their perceived importance of management competencies and the perceived level of their management competency. Methods: A cross-sectional, descriptive study with a three-component survey including the use of a validated management competency assessment tool was conducted with three senior executive groups (n=498) from three categories of hospital in Jinan, Shandong Province, China. Results: The survey confirmed that formal and informal management training amongst participants before commencing their management positions was inadequate. The core competencies identified in the Australia context were applicable to the management roles in Chinese hospitals. In addition. the senior executives had low levels of confidence in their management competence. Furthermore, the data showed significant differences between hospital categories and management levels in terms of their commitment to formal and informal training and self-perceived management competence. Conclusions: The study suggests that management training and support should be provided using a systematic approach with specific consideration to hospital types and management levels and positions. Such an approach should include clear competency requirements to guide management position recruitment and performance management.

Human Resources Management in Social Entrepreneurship

2022 ◽  
pp. 1524-1548
Author(s):  
Burcu Kümbül Güler
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Social Entrepreneurship ◽  
Management Practices ◽  
Human Resources Management ◽  
Social Economy ◽  
Management Training ◽  
Social Enterprises ◽  
Resources Management ◽  
And Performance

With the rise of social entrepreneurship, social enterprises have gained popularity as socially innovative organizations which try to balance their economic and social missions. In the competitive environment of social economy, good management and investment in human resources have become requirements of social enterprises for their survival. Among the management practices, human resources management acts as a tool for gaining competitive advantage and it builds mutual trust between the staff and the organization. Emphasizing the significance and challenges of human resources management, this chapter explains human resources main practices—recruitment, career management, training, and compensation and performance management—in social entrepreneurship.

scholarly journals A Call for Leadership and Management Competency Development for Directors of Medical Services—Evidence from the Chinese Public Hospital System

2020 ◽  
Vol 17 (18) ◽  
pp. 6913
Author(s):  
Zhanming Liang ◽  
Peter Howard ◽  
Jian Wang ◽  
Min Xu
Keyword(s):  
Assessment Tool ◽  
System Level ◽  
Medical Services ◽  
Competency Assessment ◽  
Competency Development ◽  
Hospital System ◽  
Health Service Provision ◽  
Leadership And Management ◽  
Medical Leadership ◽  
Management Competency

Background: A competent medical leadership and management workforce is key to the effectiveness and efficiency of health service provision and to leading and managing the health system reform agenda in China. However, the traditional recruitment and promotion approach of relying on clinical performance and seniority provides limited incentive for competency development and improvement. Methods: A three-component survey including the use of a validated management competency assessment tool was conducted with Directors of Medical Services (n = 143) and Deputy Directors of Medical Services (n = 152) from three categories of hospital in Jinan, Shandong Province, China. Results: The survey identified the inadequacy of formal and informal management training received by hospital medical leaders before commencing their management positions and confirms that the low self-perceived competency level across two medical management level and three hospitals was beyond acceptable. The study also indicates that the informal and formal education provided to Chinese medical leaders have not been effective in developing the required management competencies. Conclusions: The study suggests two system level approaches (health and higher education systems) and one organization level approach to formulate overall medical leadership and management workforce development strategies to encourages continuous management competency development and self-improvement among clinical leaders in China.

scholarly journals Assessing the Competence of Evidence-Informed Decision-Making Amongst Health Service Managers

2017 ◽  
Vol 12 (3) ◽  
pp. 16-23 ◽  
Author(s):  
Zhangming Liang ◽  
Peter Howard ◽  
Dennis Wollersheim
Keyword(s):  
Decision Making ◽  
Health Service ◽  
Assessment Tool ◽  
Objective Assessment ◽  
Informed Decision ◽  
Competency Assessment ◽  
Informed Decision Making ◽  
Study Objective ◽  
Objective Evidence ◽  
Service Managers

Objective: Evidence-informed decision-making (EIDM) amongst health service managers has been positively linked to better decision outcome, hence more effective healthcare provision. Efforts to improve EIDM practice are required to meet the current challenging healthcare environment. One key step to improve such practices is skill enhancement. The purpose of the study is the measure the competence of mid-level managers in two Victorian hospitals in applying EIDM in their roles. Design: The competence of 25 mid-level managers in applying EIDM in their roles was assessed via a 360° process using an online management competency assessment tool (MCAP Tool) and case-study objective assessment tool. Setting: Mid-level managers working in Victorian hospitals were selected. Main outcome measures: The competence of mid-level managers in applying the competency of EIDM was assessed. This paper discusses the areas of improvement identified in enhancing the competence of EIDM amongst mid-level managers in the group, organisational and individual levels Results: EIDM is an important competency for health service managers. Managers who participated in the assessment are competent in applying EIDM in their roles, but require guidance and improvements. Strengths and weaknesses of managers in applying EIDM in their roles varied between organisations. Conclusion: This paper suggests that not only improvement of specific aspects of evidenceinformed decision-making amongst health service managers are required, additional more systematic changes at the organisational and individual management level are essential to achieve competent evidence-informed decision-making practices amongst health service managers. Abbreviations: CCA – Combined Colleagues; CEO – Chief Executive Officer; EIDM – Evidence Informed Decision Making; OA – Objective Assessment; SA – Self Assessment.

Development and validation of health service management competencies

2018 ◽  
Vol 32 (2) ◽  
pp. 157-175 ◽  
Author(s):  
Zhanming Liang ◽  
Peter F. Howard ◽  
Sandra Leggat ◽  
Timothy Bartram
Keyword(s):  
Health Service ◽  
Quantitative Methods ◽  
Service Management ◽  
Assessment Tool ◽  
Core Competencies ◽  
Competency Framework ◽  
Management Competencies ◽  
Content Type ◽  
Service Managers ◽  
Management Competency

Purpose The importance of managerial competencies in monitoring and improving the performance of organisational leaders and managers is well accepted. Different processes have been used to identify and develop competency frameworks or models for healthcare managers around the world to meet different contextual needs. The purpose of the paper is to introduce a validated process in management competency identification and development applied in Australia – a process leading to a management competency framework with associated behavioural items that can be used to measure core management competencies of health service managers. Design/methodology/approach The management competency framework development study incorporated both qualitative and quantitative methods, implemented in four stages, including job description analysis, focus group discussions and online surveys. Findings The study confirmed that the four-stage process could identify management competencies and the framework developed is considered reliable and valid for developing a management competency assessment tool that can measure management competence amongst managers in health organisations. In addition, supervisors of health service managers could use the framework to distinguish perceived superior and average performers among managers in health organisations. Practical implications Developing the core competencies of health service managers is important for management performance improvement and talent management. The six core management competencies identified can be used to guide the design professional development activities for health service managers. Originality/value The validated management competency identification and development process can be applied in other countries and different industrial contexts to identify core management competency requirements.

Validation of a management competency assessment tool for health service managers

2018 ◽  
Vol 32 (1) ◽  
pp. 113-134 ◽  
Author(s):  
Peter F. Howard ◽  
Zhanming Liang ◽  
Sandra Leggat ◽  
Leila Karimi
Keyword(s):  
Health Service ◽  
Assessment Tool ◽  
Community Services ◽  
Public Hospitals ◽  
Competency Assessment ◽  
Validity And Reliability ◽  
Content Type ◽  
Australian Health ◽  
Service Managers ◽  
Management Competency

Purpose The purpose of this paper is to report on the validation of a management competency assessment tool for health services managers (HSM), which resulted from the development and validation of the framework, addressed by a previous paper. Design/methodology/approach The management competency assessment tool (MCAP Tool) was validated using assessment data from a sample of 117 senior and middle managers working in two public hospitals and five community services in Victoria, Australia. The assessments were conducted between January 2013 and September 2014. Findings Both validity and reliability of the MCAP Tool were demonstrated. Practical implications The MCAP Tool has the potential to assist in the measurement of the competencies of HSM. Further research is required to determine if the framework and tool are applicable to HSM in other settings. Originality/value This is the first published study outlining the validity and reliability of an assessment tool to measure the management competencies of Australian health service managers.

Take-off or abort? Chief Smith and Flight Line in NAS Ionian

2018 ◽  
Vol 14 (1) ◽  
pp. 6-24
Author(s):  
Christina Sue-Chan ◽  
Kelly Fisher
Keyword(s):  
Organizational Behavior ◽  
Performance Management ◽  
Leadership Style ◽  
Secondary Data ◽  
Diversity Management ◽  
Management Training ◽  
Primary Data ◽  
Content Type ◽  
Line Work ◽  
And Performance

Synopsis This case presents the leadership challenges that Chief Petty Officer Amanda Smith navigated as the first woman assigned to lead a Flight Line work center at NAS Ionian, an organization that was characterized by a culture of “hegemonic masculinity.” Failure to effectively lead the work center could have catastrophic consequences, including death of service personnel. Flight Line work centers, located in naval air stations throughout the world, serviced the air operations of aircraft carriers of the US Navy and provided allied air support. The assignment was a test of Smith’s leadership because the NAS Ionian Flight Line had experienced a spate of misconduct by personnel and had failed important maintenance inspections. Chief Smith was tasked to improve the morale and performance of the work center’s sailors who had diverse personal and professional backgrounds. She was also directed to ensure that the work center passed important maintenance inspections despite the challenges of dealing with subordinates, rank peers, and senior officers who had never previously worked with a woman in her role. Research methodology The case study is based on primary data collected from the protagonist, a.k.a. Amanda Smith. The primary data are supplemented with secondary data from published sources. The names of the air station and the protagonist have been altered to protect the identity of individuals in the case. Relevant courses and levels The case is applicable to senior undergraduate courses in HRM performance or talent management, training and development as well as in MBA or other Master’s level courses in management, industrial-organizational psychology, organizational behavior and leadership. Theoretical bases The case deals with leadership style (e.g. Initiating structure – organizing work, giving structure to the work context, defining role responsibility, scheduling work activities; consideration – building camaraderie, respect, trust, and liking between leaders and followers); organizational culture; diversity management; power and influence; and performance management.

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