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.

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 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 Management and leadership competence for hospital managers: a systematic review and best fit framework synthesis

2019 ◽  
Author(s):  
Edris KAKEMAM ◽  
Zhanming LIANG ◽  
Ali JANATI ◽  
Morteza ARAB-ZOZANI ◽  
Bahram MOHAGHEGH ◽  
...  
Keyword(s):  
Health Service ◽  
Core Competencies ◽  
Competency Framework ◽  
Healthcare Organizations ◽  
Global Management ◽  
Hospital Managers ◽  
Service Managers ◽  
Best Fit ◽  
Best Fit Framework Synthesis ◽  
Management Competency

Abstract Background Competent managers are vital to the productivity and service quality of healthcare organizations and the sustainability of the healthcare system including hospitals. The purpose of this study is to synthesize the evidence related competency to management and leadership in healthcare organizations including hospitals through the Best Fit Method. Methods A systematic literature review was performed to identify studies focusing on confirming and/or assessing the competency requirements of health service managers in particular hospital managers. The following electronic databases were searched from January 2000 and December 2018: ISI/Web of Sciences, PubMed, Scopus, Emerald, and the Scientific Information Database. Applying the Best Fit Framework Synthesis Method, we mapped all of the competency and associating behavioral items against the validated MCAP management competency framework which includes 6 core competencies, 18 subthemes and 83 associating behavioural items. Results Eleven studies were identified for inclusion in the review. The mapping of the competencies and relevant items identified in these studies with the validated MCAP management competency framework and associating items confirm that the MCAP framework has vastly represented findings of all recent studies. Although the MCAP framework incorporated behavioral items associating with the competency of Professionalism into the six core competencies, the study found the necessity of treating Professionalism as an independent competency to be included in the global management competency framework for health service managers, in particular hospital managers. As a result, the proposed Global Management Competency Framework includes the following 7 competencies: evidence-informed decision making, operations, administration and resource management, knowledge of healthcare environment and the organization, interpersonal, communication qualities and relationship management, leading people and organisation, enabling and managing change, and professionalism. Conclusions This review and the mapping of the competencies identified in previous studies with the validated MCAP framework resulted in the recommendation of Global Management Competency Framework for health service managers. It provides useful guidance to the formulation of training and development direction for the health service management workforce. However, since management competencies are context sensitive, in order to developing a more targeted approach or target curriculum for the development managers from different sectors, management levels, validation is recommended.

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.

A health management competency framework for Australia

2020 ◽  
Vol 44 (6) ◽  
pp. 958
Author(s):  
Zhanming Liang ◽  
Felicity Blackstock ◽  
Peter Howard ◽  
Geoffrey Leggat ◽  
Alison Hughes ◽  
...  
Keyword(s):  
Health Service ◽  
Health Services ◽  
Middle Level ◽  
Competency Framework ◽  
Competency Assessment ◽  
Australian Health ◽  
Assessment Program ◽  
Service Managers ◽  
And Training ◽  
Management Competency

ObjectiveThis study examined whether the management competency framework for health service managers developed in the Victorian healthcare context is applicable to managers in other Australian states. MethodsAn online questionnaire survey of senior and middle-level health service managers in both community health services and hospitals was conducted in New South Wales and Queensland. ResultsThe study confirmed that the essential tasks for senior and middle-level managers are consistent across health and social care sectors, as well as states. Core competencies for health services managers identified in the Victorian healthcare context are relevant to other Australian states. In addition, two additional competencies were incorporated into the framework. ConclusionThe Management Competency Assessment Program competency framework summarises six competencies and associated behaviours that may be useful for guiding performance management and the education and training development of health service managers in Australia. What is known about the topic?The evidence suggests that competency-based approaches can enhance performance and talent management, and inform education and training needs, yet there has been no validated competency framework for Australian health service managers. What does the paper add?This paper explains the process of the finalisation of the first management competency framework for guiding the identification of the training and development needs of Australian health service managers and the management of their performance. What are the implications for practice?The Management Competency Assessment Program competency framework can guide the development of the health service management workforce in three Australian states, and may be applicable to other jurisdictions. Further studies are required in the remaining jurisdictions to improve the external validity of the framework.

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.

scholarly journals The Competency Movement in Public Hospitals: Analysing the Competencies of Hospital Executive Managers

2021 ◽  
pp. 22-43
Author(s):  
Mehtap ÇAKMAK BARSBAY ◽  
Mustafa Kemal ÖKTEM
Keyword(s):  
Assessment Tool ◽  
Management Training ◽  
Healthcare Management ◽  
Public Hospitals ◽  
Public Healthcare ◽  
Healthcare Organizations ◽  
Self Assessment ◽  
Cross Sectional ◽  
Hospital Managers ◽  
Executive Managers

"Our primary aim was to provide a quantitative snapshot relying on a self-assessment tool developed for the local healthcare environment and formal tasks for top-level executive hospital managers of public healthcare organizations. We used a cross-sectional and descriptive mixed study design that targeted the nationwide population of 701 top-level managers in public hospitals in 2015 in Turkey. As the first step, position description content analysis was conducted based on document analysis to explore their legal tasks and statements, and the job requirements for an executive management position in public hospitals. Second, before designing the data-collection instrument, we conducted four meetings and group discussions with several hospital managers – with and without medical backgrounds – and five academics who were part of healthcare management and public administration departments. Lastly, we built upon past efforts and the literature, and constructed a questionnaire. The managers are fully responsible for the healthcare quality, medical, nursing, administrative issues and financial performance of the facility. The participants perceived that they were competent in most of the competencies. The participants’ mean total competency score was 81%, and the competency gap between the required and current competency levels differed from 13% to 22%. This research provides deep insight into the competencies perceived by hospital executive managers in a developing country context. Our results have several practical implications for both healthcare policymakers and new executive hospital managers. There is an urgent need for follow-up self-assessment for competencies and ongoing management training programs."

Developing competent public hospital managers: a qualitative study from Iran

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Edris Kakemam ◽  
Ali Janati ◽  
Bahram Mohaghegh ◽  
Masoumeh Gholizadeh ◽  
Zhanming Liang
Keyword(s):  
Interpersonal Communication ◽  
Service Provision ◽  
Public Hospital ◽  
Core Competencies ◽  
Middle Level ◽  
Public Hospitals ◽  
Content Type ◽  
Managerial Competencies ◽  
Hospital Managers ◽  
Management Competency

PurposeHospitals need highly trained and competent managers to be responsible for the strategic development, overall operation and service provision. The identification and confirmation of core management competency requirements is a fundamental first step towards developing the competent management workforce for sustainable hospital service provision. This paper reports on the finding of a recent study focusing on identifying managerial competencies required by middle and senior-level managers in the public hospitals in Iran.Design/methodology/approachThe qualitative research design included position description analysis and focus group discussions with middle and senior-level public hospital managers in Iran. When analysing the identified knowledge, skills and attitudes, the validated MCAP framework was used to guide the grouping of them into associating management competencies.FindingsThe study identified 11 to 13 key tasks required by middle and senior-level managers and confirmed that the position descriptions used by current Iranian hospitals might not truly reflect the actual core responsibilities of the management positions. The study also confirmed seven core managerial competencies required to perform these tasks effectively. These core competencies included evidence-informed decision-making; operations, administration and resource management; knowledge of healthcare environment and the organisation; interpersonal, communication qualities and relationship management; leading people and organisation; enabling and managing change and professionalism.Research limitations/implicationsCompetencies were identified based on managers' perceptions. Views and experiences of other stakeholders were not captured.Practical implicationsThe seven core management competency identified in the current study provides a clear direction of competency development among senior and middle-level managers working at the Iranian public hospitals. The study also confirms that position descriptions do not reflect the actual responsibilities of current hospital managers, which are in need to urgent review.Originality/valueThis is the first study that has identified the core managerial competencies required by middle and senior-level hospital managers in Iran.

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