Management Competencies

commission Competencies Experience of a wellnesscare Manager background wellness care organisations in New Zealand today face similar challenges to those in other highly developed countries (1, 2). With growing aging populations and increasing weight of chronic illnesses the demand for publically funded health and disabilities military profits continues to grow significantly (1). This increase in need coupled with the advancements in technology has driven the be of providing publically funded healthcare services to unsustainable high take aims (1, 2). in the public eye(predicate) spending on healthcare has continued to rise at the rate of 6% per year over the ultimately decade with 21% of share of public spending being on health in 2010 (2, 3). In a background of the global economic crisis, dominion Health Boards (DHBs) who are charged with the provision of publically funded health and disability 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 mean taking a whole of systems approach with integrated service models (2), at the unit-specific services level it also includes focused attention on productivity, quality, waste reduction and safety. Key Competencies of the Service Manager watchfulness competence is an important determinant of healthcare organisational capital punishment (5). Competence is an individuals knowledge, skills and behaviours relevant to their practice and performance (6, 7).Evidence from the Management Matter Research Project indicates that higher draw awayment practice in hospitals is strongly correlated with hospitals quality of long-suffering care and productivity outcomes (8). It reported that improved care practice in hospitals were related to better clinical outcomes, increased patient satisfaction and better financial performance (8). The management role focused in this case is the service managing d irector, a middle management role responsible for(p) for the strategic development and deliverables of the health service.The role is also accountable for the operational budget and management of ply. This paper explores the experience of the service manager challenged with transforming the health service from a dysfunctional average performing unit to a high performing, progressive and highly respected and valued service. It discusses the competencies of effective management with some locution by the health service manager on the management approach utilised.Given the challenges of improving performance and maturation a highly functional aggroup, the service manager utilised the influential model of drawship style over the traditional reactive and transactional style as the predominant style of management (9, 10). This included pleasant the workforce in ontogeny a common vision for the service with clear objectives (11). In order to ensure the service goals were aligned wit h the organisational goals, an important sign of the service manager during this process was having a good understanding of the changing healthcare environment and the organisational priorities (11, 12, 13).Critical to achieving change and success was also his ability to work with staff to collectively determine and communicate the why, What, How, Who and When elements of managing change. Regular reinforcement of both the positive and negative implications of the situation as well as setting reciprocally agreed expectations were also important to achieving change (11). This transformational style of management was also instrumental 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 demonstrated by 2 studies reporting that transformational leader behaviour has significant posit ive 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 consideration 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 theory (11, 14, 17, 18, 19). Followership and early 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 likely to be difficult or experience high levels of resistance (11).The use of a collective approach to resolving a problem and delegatin g the ownership of result creation to a staff member with high peer influential ability results in achievement of objectives. The ability of the service manager to move befittingly between directive and participatory type management styles was also important in certain situations (11, 19). This was particularly useful for implementing workplace behavioural expectations like promptitude 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 relevant to the management style des cribed here is illustrated by the matrix plat below (Figure 1) (12, 13).In summary, management styles in healthcare that are establish upon the principles of transformational and behavioural leadership and utilise the respective competencies are likely to be more successful. Furthermore, duration 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. Institute 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. 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Figure 1 Key Management Competencies for a HealthCare Manager