Management Competencies

forethought Competencies Experience of a healthcare Manager scene Health care organisations in New Zealand today face sympathetic challenges to those in other highly highly-developed countries (1, 2). With createing aging populations and turn magnitude burden of chronic illnesses the demand for worldly concernally funded health and disabilities servicings continues to grow profoundly (1). This increase in need coupled with the advancements in applied science has driven the costs of providing publically funded healthcare services to unsustainable high levels (1, 2).Public expenditure on healthcare has continued to rise at the rate of 6% per year over the last decade with 21% of share of public spending being on health in 2010 (2, 3). In a background of the global economic crisis, District Health Boards (DHBs) who are supercharged with the provision of publically funded health and dis exponent services are increasingly having to re-engineer their schemes and services to provide value in financially constraint environments (2).While this at a systems level may mean taking a upstanding of systems woo with integrated service models (2), at the unit-specific services level it also includes focused attention on productivity, quality, waste reduction and safety. linchpin Competencies of the dish Manager guidance competence is an principal(prenominal) determinant of healthcare organisational surgical process (5). Competence is an individuals knowledge, skills and behaviours relevant to their practice and movement (6, 7).Evidence from the counselling Matter Research Project indicates that higher worry practice in hospitals is strongly correlated with hospitals quality of patient care and productivity outcomes (8). It trace that improved focal point practice in hospitals were related to better clinical outcomes, increased patient satisfaction and better financial performance (8). The charge region focused in this case is the service pass enger car, a sum direction role responsible for the strategic development and deliverables of the health service.The role is also accountable for the operational budget and solicitude of staff. This paper explores the hump of the service manager challenged with transforming the health service from a dysfunctional clean performing unit to a high performing, progressive and highly regard and valued service. It discusses the competencies of effective management with some reflection by the health service manager on the management approach use.Given the challenges of improving performance and developing a highly functional team up, the service manager utilised the influential model of leaders modality over the traditional excited and transactional name as the predominant style of management (9, 10). This included lovable the workforce in developing a common vision for the service with clear objectives (11). In order to ensure the service goals were aligned with the organisati onal goals, an important characteristic of the service manager during this process was having a good intelligence of the changing healthcare environment and the organisational priorities (11, 12, 13).Critical to achieving reposition and success was also his superpower to work with staff to collectively determine and communicate the Why, What, How, Who and When elements of managing change. unvarying reinforcement of both the positive and negative implications of the situation as wholesome as setting mutually agreed expectations were also important to achieving change (11). This transformational style of management was also instrumental in gaining confidence and corporate trust of staff in order to manage the workforce culture issues of mistrust, base morale and dissatisfaction largely resultant from historical experiences.The evidence for efficacy of this style and the associated competencies has been demonstrated by 2 studies reporting that transformational leader behaviour ha s significant positive impact on employee satisfaction and psychological well-being (14, 15). superfluous leader/manager behaviours required and demonstrated by the service manager were those that focused on individualised consideration including creating close working relationships which gain mutual respect, empowering and including employees in decision making, creating opportunities for employee development through coaching and mentoring and team building (16).The benefits of these behaviours are evidenced in other leadership theories including behavioral (consideration behaviours) approach and leader- fellow member exchange theory (11, 14, 17, 18, 19). Followership and early recognition of the relationship dynamics of a team are also pigment elements to effective management. workings closely with followers and those with team influential ability is useful when change is likely to be difficult or experience high levels of resistivity (11).The use of a collective approach to resolving a caper and delegating the ownership of solution creation to a staff member with high peer influential ability results in achievement of objectives. The ability of the service manager to move appropriately between directive and democratic type management styles was also important in certain situations (11, 19). This was peculiarly useful for fulfilling workplace behavioural expectations like punctuality and managing disrespectful behaviours.A key competency for healthcare manager effectiveness relevant to the management style illustrated above is emotional intelligence (EI) (20). Essentially, this competency recognises the importance of highly developed interpersonal skills and the ability to get along with others to be effective at influencing and negotiating (20). The key attributes of a manager with high EI include self-importance-awareness, self regulation, self motivation, social awareness and social skills (20). A summary of the key management competencies relev ant to the management style described here is illustrated by the intercellular substance diagram below ( symbol 1) (12, 13).In summary, management styles in healthcare that are base upon the principles of transformational and behavioural leadership and utilise the respective competencies are likely to be more successful. Furthermore, while there are specific skills, behaviours and knowledge that describe the key competency domains, their use in practice is interrelated (see Figure 1) and often context-specific. pic References 1. The Global Health Policy Summit 2012. 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Identifying and developing the management behaviours necessary to implement the HSE management standards. Phase 2. 2007. http//www. hse. gov. uk/research/rrpdf/rr553. pdf ) 20. Freshman B, Rubino L. Emotional Intelligence A core competency for health care administrators. Health Care Manager 2002 20(4) 1- 9. &8212&8212&8212&8212&8212&8212&8212 Figure 1 Key Management Competencies for a HealthCare Manager