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Background and Objective: The study was carried out to assess the knowledge, attitude, and practice viz-a-viz to the use of Personnel protective equipment among the health-care staff of a government tertiary care teaching hospital. Methodology: The study was performed in a government tertiary care teaching hospital. The study design was cross-sectional and descriptive. The study was carried out in the Clinical areas of the hospital and included 407 health-care professionals (academic resident doctors, nursing officers, paramedical staff and housekeeping staff) who have consented to participate in the study. A structured and validated questionnaire was prepared based on the standard guidelines described in the Infection Prevention and Control Manual, MOHFW, GOI published in 2018. The parts of the study tool were divided into five parts. The results were statistically analyzed (MS Office spreadsheet version 2007 and IBM-SPSS Version 20). Results: The study included 407 participants; 91 (22.4%) academic resident doctors, 122 (30%) nursing officers, 23 (5.7%) paramedical staff, and 171 (42%) housekeeping staff, respectively. The overall knowledge, attitude, and practice aspect of the personal protective equipment (PPE) were comparatively low. The overall mean score of knowledge, attitude, and practice regarding PPE was 0.73, 0.72, and 0.22 out of 1. Conclusion and Recommendations: The knowledge aspect of PPE of health-care professionals was good for nursing officers whereas with respect to the attitude and practice aspect, it was found that in the majority of areas, the housekeeping staff were performing better than the other cadres. The author recommends regular inspection by the clinicians and administrators to ensure compliance; and to provide training for the health-care professionals with regard to the types of PPE to be used and when all to be used as per the job undertaken as a reminder/continuous medical education.

Background and Objectives: The Goal of National Health Mission has been to enhance the availability and access of good quality health care for vulnerable population. The study evaluates the compliance of a neonatal intensive care unit (NICU) in a tertiary care government teaching hospital with national quality assurance standards (NQAS). Materials and Methods: A descriptive, observational, cross-sectional study was conducted using validated checklist adopted from NQAS. The data were collected by utilizing data collection techniques such as observation, staff interview, and record review. Results: The NICU has achieved a total score of 65% in service provision. Major gaps n = 126 (29%) were identified. The number of checkpoints which needed to be fulfilled at the departmental level was n = 137 (80%), to be fulfilled at the institutional level was n = 34 (19.2%), and those to be fulfilled at the top-level administration was n = 1 (0.8%); recommendations were made accordingly for improvement. Conclusion: The study concludes that there were n = 126 (29%) noncompliant checkpoints/major gaps, particularly with respect to the quality management and outcome. Based on the findings of the study, the author recommends the development of a dedicated checklist with new checkpoints that need to be incorporated for medical college hospitals and institutes in the country to ensure quality patient care, which will consecutively improve the medical education and research.

Background and Objective: A safe injection does not harm the recipient, nor does it expose the provider of injection at risk and, does not result in the generation of hazardous waste. The study was performed with the aim to assess the knowledge, attitude and practice (KAP) about needle stick injury (NSI) with respect to biomedical waste management rules 2016 among staff of a government tertiary care teaching hospital. Methodology: It was a cross-sectional descriptive study conducted in the clinical care areas of a tertiary care government teaching hospital. The study was conducted from June 2019 to June 2020. Institutional ethics committee approval was attained before taking up the study. A study sample of 407 was calculated by applying the population proportion to size formula to each stratum and was drawn among the resident (academic) doctor, staff nurse, paramedical staff and housekeeping staff of the institute. The results were analysed statistically. Results: Out of 407 study participants, 91 (22.4%) were resident (academic) doctors, 122 (30%) were staff nurses, 23 (5.7%) were paramedical staff and 171 (42%) were housekeeping staff, respectively. Regarding the knowledge aspect, most of the study participants were unaware of the safe injection practices such as not to recap the needle and to use a needle cutter to discard the used needle immediately and NSI. The overall KAP mean score of the study participants was 0.43 out of 1, 2.7 out of 3 and 0.73 out of 1, respectively. Conclusion: The attitude and practice aspect concerning the approach to NSI was found to be better for the housekeeping staff and nursing officers when compared with the resident doctors. [ABSTRACT FROM AUTHOR]

Hospital managers around the world work under constant pressure to adapt their organizations to new challenges and health policy goals. This requires a comprehensive set of competencies. The objective of this scoping review was to identify, map, and systematize the literature on hospital manager competencies. The review involved six steps: (1) defining research questions; (2) identifying relevant literature; (3) selecting publications; (4) data extraction; (5) data analysis and result reporting; and (6) consultations. A total of 57 full-text publications were included (46 empirical studies, six literature reviews, four expert opinions/guidelines, and one dissertation). Interest in this topic has grown in recent years, with most of the identified studies published since 2015. The empirical studies fall into three major groups: 34.8% (16/46) examined hospital managers’ competencies in terms of their types or classifications; 30.4% (14/46) focused on their measurement; and 30.4% (14/46) examined both aspects. In majority of studies, both ‘hard competencies,’ such as specific technical knowledge or skills acquired through practical training, and ‘soft competencies,’ e.g., adaptability, leadership, communication, teamwork, are echoed for effective hospital management. These point out the importance of both ‘external’ formal education trainings as well as ‘internal’ peer-support and/or coaching as complementary competency improvement approaches. This scoping review helps build a knowledge base around the topic and provides implications for future research. The latter can involve: a targeted systematic review addressing the methods for measuring the level of competence of hospital managers or studies focused on identifying the need for new types of competencies.

John Flaig, Arzina Alam, Jimmy Huynh, Janet Reid-Hector, Albert Heuer Rutgers School of Health Professions, Department of Interdisciplinary Studies Newark, NJ 07950, USACorrespondence: John Flaig 36842 Red Berry Road, Delmar, DE 19940, USATel +1 443-735-7497Email johnflaigjr@hotmail.comArzina AlamRutgers University, 1305 Joesph Court, South Plainfield, NJ 07080, USATel +1 732-881-7306Email arzina.alam@gmail.comBackground: Leadership development programs (LDPs) are known to be educational and valuable, yet time consuming and costly for a healthcare organization and participants alike. This study is aimed to determine the impact that participation in a formal LDP has on hospital managers and leaders’ competencies, as well as to identify the positive organizational outcomes that can be achieved.Materials and Methods: We conducted a literature review focusing on hospital managers and leaders who participated in formal LDPs. From there, we extracted data to determine the outcomes achieved by participating in LDPs.Results: The search yielded 7420 articles, of which 23 articles were used for this literature review. Overall, there were a wide range of positive outcomes for participants of LDPs and some outcomes appeared more frequently than others. The beneficial outcome that appeared most frequently was that participants were able to gain knowledge of management and leadership roles and responsibilities which appeared 13 times. An increase in participant’s confidence and communication skills appeared 10 times, respectively. The ability to network with others within the organization and an increase in job positivity and satisfaction appeared 7 times each.Discussion: LDPs provided an array of positive outcomes for hospital leaders who had participated. However, there was a lack of studies on the topic and more research is needed in order to have a better understanding of the correlation between LDPs and beneficial organizational outcomes.Keywords: hospital manager, hospital leader, LDP, leadership development program, beneficial outcome, organizational outcomes

Introduction: Hospital managers aim to improve the efficiency and effectiveness of their institutions through leadership and guidance of medical personnel. Fulfilling these objectives requires a holistic approach to both the management of people and institutional prioritization. The aim of this study was to identify the skills and competencies that hospital managers must demonstrate in order to achieve their objectives. Methods: In 2015, a regional, multi-center qualitative study was undertaken in Shiraz, Iran. Interviews and focus group discussions were conducted with university hospital managers, senior managers, faculty members, and post-graduate students, and the results were analyzed using the content analysis method by MAXQDA software. Results: Eight key skill themes (communication, experience, appreciation of institution logistics/infrastructure, management skills, motivation, systematic problem solving, ethics, and financial/legal awareness) were identified among the hospital managers. The common challenges that face hospital institutions include problems with hierarchical and organizational structure, excessive rules and regulations, lack of resources, poor post-graduate education, and overall management. Recurring themes with respect to how these could be addressed included changing the culture and belief structure of the hospital, restructuring the organizational hierarchy, and empowering the people. Conclusion: In our cohort, practical skills, such as communication and experience, were considered more important than theoretical skills for the effective management and administration of hospitals. Therefore, we suggest that practical, skill-based training should be emphasized for students of these disciplines so they will be better suited to deal with real world challenges. Further organizational improvements also can be attained by the active and constructive involvement of senior university managers.

Background: Managers in the hospital should have enough managerial skill to be coordinated with the complex environment. Defining a competency framework assessment for hospital man-agement will help to establish core competencies for hospital managers. The aim of this study was to develop concrete and suitable performance assessment criteria using expert's view.Methods: In this qualitative study in total, 20 professionals participated in the interview and Fo-cus Group Discussions (FGD). Two of informants were interviewed and 18 professionals par-ticipants in three focus group discussions. Discussions and interviews were well planned, the FGD environments were suitable and after interviews completion the notes were checked with participant for completeness. Thematic analysis method was used for the analysis of qualitative data.Results: Findings from 3 FGDs and 2 semi structured interviews done with 20 professionals were categorized accordance to themes. The findings were classified in 7 major and 41 sub themes. The major themes include competency related to planning, organization and staff per-formance management, leadership, information management, and clinical governance and per-formance indicators.Conclusion: All participants had hospital administration experience; so their explanation impor-tant in identifying the criteria and developing hospital managers’ performance assessment tool. In addition to professional perspectives and studies done in other countries, in order to design this kind of tools, it is necessary to adopt the obtained findings to the local hospital conditions.

Objective(s): To determine awareness of managers of private hospitals about patient rights and its effective factors in Tehran, Iran. Methods: This cross-sectional study was conducted among all managers of private hospitals in Tehran (N=35), using a questionnaire including 32 questions. Data were analyzed using descriptive and analytical statistical procedures. Results: The results showed that 23% of managers had good level of awareness. However, 54 % and 23% of them had intermediate and low level of awareness regarding patient rights, respectively. There were four effective factors on awareness of the managers about patient rights including educational degree, discipline, academic institute and training in management. Conclusion: 77% of the managers had less than good level of awareness regarding patient rights. As awareness could be a proxy of consequent behavior, therefore it could be predicted that the managers might perform inadequately in their responsibilities related to patient rights. It seems that there is need to promote awareness on patient rights among hospital managers.

Introduction: Hospital managers aim to improve the efficiency and effectiveness of their institutions through leadership and guidance of medical personnel. Fulfilling these objectives requires a holistic approach to both the management of people and institutional prioritization. The aim of this study was to identify the skills and competencies that hospital managers must demonstrate in order to achieve their objectives. Methods: In 2015, a regional, multi-center qualitative study was undertaken in Shiraz, Iran. Interviews and focus group discussions were conducted with university hospital managers, senior managers, faculty members, and post-graduate students, and the results were analyzed using the content analysis method by MAXQDA software. Results: Eight key skill themes (communication, experience, appreciation of institution logistics/infrastructure, management skills, motivation, systematic problem solving, ethics, and financial/legal awareness) were identified among the hospital managers. The common challenges that face hospital institutions include problems with hierarchical and organizational structure, excessive rules and regulations, lack of resources, poor post-graduate education, and overall management. Recurring themes with respect to how these could be addressed included changing the culture and belief structure of the hospital, restructuring the organizational hierarchy, and empowering the people. Conclusion: In our cohort, practical skills, such as communication and experience, were considered more important than theoretical skills for the effective management and administration of hospitals. Therefore, we suggest that practical, skill-based training should be emphasized for students of these disciplines so they will be better suited to deal with real world challenges. Further organizational improvements also can be attained by the active and constructive involvement of senior university managers. [ABSTRACT FROM AUTHOR]

Hospital managers around the world work under constant pressure to adapt their organizations to new challenges and health policy goals. This requires a comprehensive set of competencies. The objective of this scoping review was to identify, map, and systematize the literature on hospital manager competencies. The review involved six steps: (1) defining research questions; (2) identifying relevant literature; (3) selecting publications; (4) data extraction; (5) data analysis and result reporting; and (6) consultations. A total of 57 full-text publications were included (46 empirical studies, six literature reviews, four expert opinions/guidelines, and one dissertation). Interest in this topic has grown in recent years, with most of the identified studies published since 2015. The empirical studies fall into three major groups: 34.8% (16/46) examined hospital managers' competencies in terms of their types or classifications; 30.4% (14/46) focused on their measurement; and 30.4% (14/46) examined both aspects. In majority of studies, both 'hard competencies,' such as specific technical knowledge or skills acquired through practical training, and 'soft competencies,' e.g., adaptability, leadership, communication, teamwork, are echoed for effective hospital management. These point out the importance of both 'external' formal education trainings as well as 'internal' peer-support and/or coaching as complementary competency improvement approaches. This scoping review helps build a knowledge base around the topic and provides implications for future research. The latter can involve: a targeted systematic review addressing the methods for measuring the level of competence of hospital managers or studies focused on identifying the need for new types of competencies., Competing Interests: The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest., (Copyright © 2023 Ndayishimiye, Dubas-Jakóbczyk, Holubenko and Domagała.)

The aim of this study is to identify the decision-making and problem-solving skill levels of hospital administrators and to determine these skills’ interrelations with other administrative skills. The study comprised a population of 494 hospital administrators (head doctors, hospital managers, head nurses and their assistants) and was carried out in 26 hospitals affiliated to the Ministry of Health in the city centre of Ankara. Three hundred and thirty-four administrators (67 per cent of the population) participated in the study. To identify the decision-making, problem-solving and other administrative skill levels of the hospital administrators, a scale developed by Sperry (2003) and adapted into Turkish by Şimşek (2006) was used.As a result of the study; a weak, positive and statistically significant relationship has been found between the decision-making and problem-solving skills of hospital administrators and their motivation, loyalty and team performance skills. However, it was determined that there is a moderate, positive and statistically significant relationship between the skills of the delegation and empowerment, effective and strategic communication, conflict management, coaching, consulting and negotiating, the fit of organizational resources with human resources, and time and stress management.It could be suggested that more research be carried out into the reasons why other management skills are at moderately developed levels and that training programmes be organized to develop these skills. [ABSTRACT FROM PUBLISHER]

The aim of this study is to identify the levels of decision making, problem solving, as well as to determine the interrelations and explain the differences in the decision-making and problem-solving skills according to socio-demographic and organizational characteristics. The population of this study consisted of 494 hospital administrators (head doctors, hospital managers, head nurses, and their assistants) at 26 hospitals affiliated to the Ministry of Health in the Ankara proper. Three hundred and thirty-four administrators (67% of the population) participated in this study. The questionnaire was used to determine the levels of the decision-making, problem-solving, and other administrative skills of the hospital administrators. While it was found that the skills of the administrators on the decision making and problem solving did not differ according to socio-economic characteristics, a statistically significant difference was found according to the number of staff they managed as well as utilization of the Hospital Information System, both of which are considered organizational characteristics. [ABSTRACT FROM AUTHOR]

This article highlights the importance of the Hospital Manager, highlighting the need for a qualified professional to manage the network private hospitals in the city of Aracaju. As for differential aspect of professional performance excellence in health institutions, these professionals must be qualified in the field of hospital administration. Accordingly, it sought to understand the profile professional, technical and management of Hospital Administrators in Aracaju (SE); describe the characteristics of professional managing directors of three private hospitals in Aracaju (SE), and demonstrate to the directors of the Private Health Units importance the need for hiring managers with appropriate training. Was employed a questionnaire with twelve questions open to directors of hospitals, which were analyzed statistically. It was found that professionals are aged between 30-43 years, depending on the length of experience between 04-18 years, the majority being male. It was concluded that managers with expertise in the hospital have less difficulty in performing activities, management teams and the process of decision making. [ABSTRACT FROM AUTHOR]

Background: Managers in the hospital should have enough managerial skill to be coordinated with the complex environment. Defining a competency framework assessment for hospital management will help to establish core competencies for hospital managers. The aim of this study was to develop concrete and suitable performance assessment criteria using expert's view. Methods: In this qualitative study in total, 20 professionals participated in the interview and Focus Group Discussions (FGD). Two of informants were interviewed and 18 professionals participants in three focus group discussions. Discussions and interviews were well planned, the FGD environments were suitable and after interviews completion the notes were checked with participant for completeness. Thematic analysis method was used for the analysis of qualitative data. Results: Findings from 3 FGDs and 2 semi structured interviews done with 20 professionals were categorized accordance to themes. The findings were classified in 7 major and 41 sub themes. The major themes include competency related to planning, organization and staff performance management, leadership, information management, and clinical governance and performance indicators. Conclusion: All participants had hospital administration experience; so their explanation important in identifying the criteria and developing hospital managers' performance assessment tool. In addition to professional perspectives and studies done in other countries, in order to design this kind of tools, it is necessary to adopt the obtained findings to the local hospital conditions. [ABSTRACT FROM AUTHOR]

Background and Aim: The objective of this study was to determine and compare the attitude of hospital staff and practice of hospital managers regarding management of conflicts in hospitals affiliated to Tehran University of Medical sciences. Materials and Methods: The participants in this cross-sectional study were 330 individuals, including 300 nurses and 30 managers, working in hospitals affiliated to Tehran university of Medical Sciences, Tehran, Iran during 2008-2009. Data were collected using a valid selfadministered questionnaire containing 30 questions designed by the investigator. The SPSS software was used for data analysis. Results: The data show that 178 of the staff (59%) and 14 of the managers (47%) were of the opinion that avoidance is not utilized in conflict management. The proportions of the staff and managers believing that problem solution is not utilized in conflict management were 60% and 60%, respectively; the corresponding proportions as regards not utilizing avoidance were 178% and 14%. Furthermore, 40% of the staff and 13% of the managers thought that usually compromise is utilized in conflict management. Finally, the proportions of staff and managers who thought that in conflict management accommodation is utilized were 41% and 43%, respectively. Conclusion: The findings show that the hospital staff believes that hospital managers with an avoidance, problem solution or forcing attitude base their conflict management style accordingly, while managers more inclined to compromise do not utilize a compromising approach in practice. [ABSTRACT FROM AUTHOR]

Background: This was a systematic review presenting the future competencies for hospital managers. Methods: Participants, interventions, comparisons and outcomes (PICO) strategy with MeSH terms were used for searching. Databases used were Web of Science, PsycINFO and Medline, EBSCO, ScienceDirect, Emerald, ProQuest, Social Sciences Research Network, Embase, and some Iranian database such as IRANDOC and SID. All publications were accepted if they had been published in English or Persian language and fulltexts were accessible. The study was carried out using a systematic literature search published between January 1995 and December 2018. The Endnote v.17 software was used to facilitate reference management. Quality assessment of publications were carried out independently by two reviewers using the Critical Appraisal Skills Programme (CASP) and the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) checklist. A descriptive summary with data tables produced to summarize the literature. Data extraction was conducted by two researchers. Results: Forty seven studies were analyzed to identify the future competencies required for hospital managers. In all, 3190 publications were retrieved. 1934 citations were excluded because of irrelevant (n=2600), duplicates (n=316), and unavailable full text (n=18). After studying the 256 remaining publications, 33 citations were extracted and presented. After extracting the future competencies of hospital managers, competencies were classified into four main categories based on the qualitative meta-synthesis process. Conclusion: The most important competencies in the future are global knowledge, Key Eligibility Criteria, wide attitude and core skills that must be addressed in the face of ambiguity., (© 2020 Iran University of Medical Sciences.)