Management Competencies

attention Competencies Experience of a healthc be music director Context wellness grapple organisations in parvenu Zealand today face similar challenges to those in other elevatedly substantial countries (1, 2). With growing aging populations and increasing burden of chronic illnesses the demand for publically funded wellness and disabilities armed services continues to grow significantly (1). This increase in request coupled with the advancements in technology has driven the costs of providing publically funded healthcare services to unsustainable senior high school levels (1, 2). existence spending on healthcare has continued to feeler at the rate of 6% per year over the last decennium with 21% of share of public spending being on health in 2010 (2, 3). In a background of the global economic crisis, territory Health Boards (DHBs) who are charged with the provision of publically funded health and dis powerfulness services are increasingly having to re-engineer their systems and services to provide value in financially constraint environments (2).While this at a systems level may fee-tail taking a whole of systems woo with integrated service models (2), at the unit-specific services level it to a fault includes focused attention on productivity, quality, shove on reduction and safety. Key Competencies of the Service carriage trouble competence is an grand de enclosureinant of healthcare organisational performance (5). Competence is an individuals knowledge, skills and behaviours pertinent to their radiation diagram and performance (6, 7).Evidence from the Management Matter Research Project indicates that high forethought practice in hospitals is strongly cor cerebrate with hospitals quality of forbearing care and productivity outcomes (8). It reported that improved deal outment practice in hospitals were related to get out clinical outcomes, increased patient gladness and better financial performance (8). The perplexity role focus ed in this miscue is the service manager, a middle management role responsible for the strategical cultivation and deliverables of the health service.The role is also accountable for the operational work out and management of staff. This paper explores the experience of the service manager challenged with transforming the health service from a dys practicable average performing unit to a high performing, progressive and highly respected and valued service. It discusses the competencies of effective management with close to reflection by the health service manager on the management approach utilised.Given the challenges of improving performance and underdeveloped a highly functional team, the service manager utilised the potent model of leadership elbow room over the traditional reactive and transactional way as the predominant style of management (9, 10). This included engaging the workforce in ripening a common vision for the service with clear objectives (11). In order to correspond the service goals were aligned with the organisational goals, an definitive characteristic of the service manager during this play was having a good understanding of the changing healthcare environment and the organisational priorities (11, 12, 13).Critical to achieving transport and success was also his ability to work with staff to collectively hear and communicate the Why, What, How, Who and When elements of managing change. Regular reinforcement of both the positive and disconfirming implications of the situation as well as setting mutually concur expectations were also important to achieving change (11). This transformational style of management was also subservient in gaining confidence and trust of staff in order to manage the workforce culture issues of mistrust, low morale and dissatisfaction largely resultant from historical experiences.The evidence for efficacy of this style and the associated competencies has been exhibit by 2 studies insurance co verage that transformational leader behaviour has significant positive impact on employee satisfaction and psychological well-being (14, 15). Additional leader/manager behaviours required and demonstrated by the service manager were those that focused on individualised circumstance including creating close working relationships which encourage 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 behavioural (consideration behaviours) approach and leader-member exchange opening (11, 14, 17, 18, 19). Followership and first recognition of the relationship dynamics of a team are also key elements to effective management. Working closely with followers and those with team influential ability is useful when change is give carely to be difficult or experience high levels of resistanc e (11).The use of a collective approach to resolving a problem and delegating the ownership of solution grounding to a staff member with high peer influential ability results in achievement of objectives. The ability of the service manager to move fittingly between directive and participatory type management styles was also important in certain situations (11, 19). This was particularly useful for fulfilling workplace behavioural expectations like punctuality and managing disrespectful behaviours.A key strength for healthcare manager strong point 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-awareness, self regulation, self motivation, social awareness and social skills (20). A summary of the key management competencies relevant to the management style set forth here is illustrated by the matrix diagram below (Figure 1) (12, 13).In summary, management styles in healthcare that are based upon the principles of transformational and behavioural leadership and utilise the several(prenominal) 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. Report of the inaugural meeting 1 August 2012. base of Global Health Innovation. London Imperial College London (UK) 2012. https//workspace. imperial. ac. k/global-health-innovation/Public/GHPS_2012_Summit_Report. pdfs 2. Mays N. Reorienting the recent Zealand healthcare system to meet the challenge of long term conditions in a fiscally constraint environment. Jan 2013 (revised version). Pap er prepared for vernal Zealand Treasury Long-term Fiscal External Panel, November 2012, and Chair of Public Finance, capital of Seychelles University of Wellington and New Zealand Treasury conference, Affording our Future, Wellington, 10-11 December. http//www. victoria. ac. nz/sacl/about/cpf/publications/pdfs/Nick-Mays-Revised-Conference-Paper-Jan-2013-website-version. pdf 3. Ministry of Health.Health Expenditure trends in New Zealand 2000-2010. Aug 2012. http//www. health. govt. nz/publication/health-expenditure-trends-new-zealand-2000-2010 4. 5. hunky-dory, D. Establishing Competencies for health care Managers. Healthcare Executive. 2002 172(2) 66-67. (Cited by Shewchuk R M. OConnor S, very well D. Building an Understanding of the Competencies Needed for Health Administration Practice. diary of Health Care Management. 2005 50(1)32-47). 6. Filerman GL. Closing the management competence gap. Hum Resource Health. 2003 1 7. (Cited by Santric MM, Bjegovic-Mikanovic VM, Terzic-Supi c ZJ, Vasic V.Competencies gap of management teams in primary health care. Euro J Pub Health. 2010 21(2) 247-253). 7. Parry SB. Just what is a competency? And why should you care? Training. 1998 58-64. (Cited by Santric MM, Bjegovic-Mikanovic VM, Terzic-Supic ZJ, Vasic V. Competencies gap of management teams in primary health care. Euro J Pub Health. 2010 21(2) 247-253). 8. Dorgan S, Layton D, Bloom N, Homkes R, Sadu R, Van Reenen J. Management matters. Why good practice really matters. Healthcare Management Survey. McKinsey & Company. London School of Economics and policy-making Science. 2010 1-28. ttp//cep. lse. ac. uk/textonly/_new/ inquiry/productivity/management/PDF/Management_in_Healthcare_Report. pdf 9. Rubin RS, Munz DC, Bommer WH. Leading form within The make of emotion recognition and personality on transformational leadership behaviour. Academy of Management Journal. 2005 48 845-858. (Cited in Yaker J, Donaldson-Fielder E. Management competencies for preventing and redu cing stress at work. Identifying and exploitation the management behaviours necessary to implement the HSE management standards. Phase 2. 2007. http//www. hse. gov. uk/research/rrpdf/rr553. pdf ) 10.Bass BM.. devil decades of research and development in transformational leadership. European Journal of Work and organisational Psychology. 1999 8 9-32. (Cited in Yaker J, Donaldson-Fielder E. Management competencies for preventing and reducing stress at work. 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 ) 11. Banaszak-Holl J, Nembhard I, Taylor L, Bradley E . leading and Management A Framework for Action. Chapter 2. In Burns LB, Bradley EH, Weiner BJ (editors).Shortell and Kaluznys Health Care Management Organisation Design and Behaviour. New York Delmar Cenage 2012. p. 33-62. 12. Stefl M. putting green competencies for all healthcare managers The Healthcare Leadership Alliance Model. J Healthcare Management. 2008 53(6) 360-73. 13. Anderson P, Pulich M. Managerial competencies necessary in todays dynamic health care environment. Health Care Manager. 2002 21(2) 111. 14. Sosik JJ, Godshalk VM.. Leadership styles, mentoring functions received, and job related stress A conceptual model and preliminary study. Journal of organisational Behaviour. 000 21 365-390. (Cited in Yaker J, Donaldson-Fielder E. Management competencies for preventing and reducing stress at work. 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 ). 15. AlimoMetcalfe B, AlbanMetcalfe RJ. The development of a new transformational leadership questionnaire. The Journal of Occupational & Organizational Psychology. 2001 74 1-27. (Cited in Yaker J, Donaldson-Fielder E. Management competencies for preventing and reducing stress at work.Identifying and develop ing the management behaviours necessary to implement the HSE management standards. Phase 2. 2007. http//www. hse. gov. uk/research/rrpdf/rr553. pdf ). 16. Shewchuk RM, OConnor S, Fine D. Building an Understanding of the Competencies Needed for Health Administration Practice. Journal of Health Care Management. 2005 50(1)32-47. 17. Gerstner CR, Day DV. Meta-analytic review of leader-member exchange theory correlates and construct issues. Journal of Applied Psychology. 1997 82 827-844. (Cited in Yaker J, Donaldson-Fielder E. Management competencies for preventing and reducing stress at work.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 ). 18. Graen GB, UhlBien M. Relationship based approach to leadership Development of leader-member exchange theory of leadership over 25 years Applying a multi domain perspective. Leadership Quarterly. 1995 6 219-247. (Cited in Yak er J, Donaldson-Fielder E. Management competencies for preventing and reducing stress at work. 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). 19. Yaker J, Donaldson-Fielder E. Management competencies for preventing and reducing stress at work. 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. Figure 1 Key Management Competencies for a HealthCare Manager