Managerial Competencies and the Development of Organisational Competencies of Emergency Medical Teams: Research Perspective
DOI:
https://doi.org/10.33119/SIP.2019.175.7Keywords:
organisational competencies, managerial competenciesAbstract
Assuming that competencies are a multi-dimensional concept, which needs to be approached in an integrated way, we distinguished the following five groups of general competencies in the model of managerial competencies applied to emergency medical teams: leadership, communication and re- lational, professional and social, sectoral, and business competencies with 26 detailed competencies identified within these five groups. The paper was motivated by the intention to examine the current level of managerial competencies of managers running these units and finding out to which extent individual managerial competencies impact organisational competencies of these entities in the area of: marketing (recognising patients’ needs), quality (of medical services), and logistics (provision of medical services in the right place at the right time). Studies revealed that business competencies are the best developed compared to other groups of com- petencies proposed in the model of managerial competencies. Managerial competencies, which impact organisational competencies of emergency medical teams the most include: business competencies in the field of marketing as well as professional and social competencies in the field of quality and logistics.
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References
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2. Bartczak K. [2015], Logistyka w systemie ratownictwa medycznego w Polsce, „Logistyka”, nr 5.
3. Bartram T., Casimir G., Djurkovic N., Leggat S., Stanton P. [2012], Do Perceived High Perfor¬mance Work Systems Influence the Relationships Between Emotional Labor, Burnout and Inten- tion to Leave? A Study of Australian Nurses, „Journal of Advanced Nursing”, vol. 68, no. 7.
4. Boam R., Sparrow P.R. (red.) [1992], Designing and Achieving Competency. A Competency Based Approach to Developing People and Organizations, McGraw-Hill, London.
5. Bober B., Majchrzak-Lepczyk J. [2015], Rola oraz zadania marketingu w procesie świadczenia usług w szpitalach publicznych, „Handel Wewnętrzny”, nr 5 (358).
6. Boyatzis R.E. [2008], Competencies in the 21st Century, „Journal of Management Develop- ment”, vol. 27, no. 1.
7. Calhoun J.G., Dollett L., Sinioris M.E., Wainio J.A., Butler P.W., Griffith J.R., Warden G.L. [2008], Development of an Interprofessional Competency Model for Healthcare Leadership, „Journal of Healthcare Management”, vol. 53, no. 6.
8. Clark J., Armit K. [2010], Leadership Competency for Doctors: A Framework, „Leadership in Health Services”, vol. 23, no. 2.
9. Davidsson P. [2005], Researching Entrepreneurship, Springer, New York.
10. Dyduch W. [2015], Ilościowe badanie i operacjonalizacja zjawisk w naukach o zarządzaniu, w: Podstawy metodologii w naukach o zarządzaniu, red. W. Czakon, Oficyna a Wolters Klu- wer business, Warszawa.
11. Garman A., Scribner L. [2011], Leading for Quality in Healthcare: Development and Validation of a Competency Model, „Journal of Healthcare Management”, vol. 56, no. 6.
12. Hawass H.H. [2010], Exploring the Determinants of the Reconfiguration Capability: A Dyna- mic Capability Perspective, „European Journal of Innovation Management”, vol. 13(4).
13. Hein S.G., Riegel C.D. [2012], Human Resource and Organizational Management Content in the Hospitality Curriculum: How the Professionals View It, „Journal of Human Resources in Hospitality & Tourism”, vol. 11, no. 2.
14. Huping S., Wenxuan Y. [2013], AssessingChinese Managerial Competenciesfrom Different Per- spectives, „Social Behavior & Personality: An International Journal”, vol. 41, no. 9.
15. International Hospital Federation [2015], Leadership Competencies for Healthcare Services Managers, www.ihf-fih.org, dostęp 20.01.2019.
16. Jena S., Sahoo C.K. [2014], ImprovingManagerial Performance: A Study on Entre-preneurial and Leadership Competencies, „Industrial and Commercial Training”, vol. 46, no. 3.
17. Khadka D.K., Gurung M., Chaulagain N. [2014], Managerial Competencies - a Survey of Hospital Managers’ Working in Kathmandu Valley, Nepal, „Journal of Hospital Administra- tion”, vol. 3, no. 1.
18. Krawczyk-Sołtys A. [2017], From Healthcare Managers Competencies To Healthcare Organi- zations Competences, „VADYBA Journal of Management”, no. 31(2).
19. Krawczyk-Sołtys A. [2018a], Modelowanie kompetencji w jednostkach ratownictwa medycz¬nego - założenia wstępne, w: Nauki o zarządzaniu w odmiennych kontekstach badawczych, red. M. Tutko, M. Wronka-Pośpiech, Wydawnictwo Uniwersytetu Jagiellońskiego, Kraków.
20. Krawczyk-Sołtys A. [2018b], Personal Competencies Enhancing Organizational Competences of Emergency Medical Units in Poland - Empirical Research, Conference Proceedings of the 2nd International Scientific Conference Development and Administration of Border Areas of the Czech Republic and Poland Support for Sustainable Development, red. E. Ardielli, Ostrava.
21. Kupczyk T., Stor M. [2017], Zarządzanie kompetencjami. Teoria, badania i praktyka bizne¬sowa, https://www.vistula.edu.pl, dostęp 20.01.2019.
22. Lakshminarayanan S., Pai Y., Ramaprasad B.S. [2016], Competency Need Assessment: A Gap Analytic Approach, „Industrial & Commercial Training”, vol. 48, no. 8.
23. Lavie D. [2006], Capability Reconfiguration: An Analysis of Incumbent Responses to Technolo- gical Change, „Academy of Management Review”, vol. 31(1).
24. Leggat S.G., Balding C., Anderson J.A. [2011], EmpoweringHealth-care Managers in Austra¬lia: An Action Learning Approach, „Health Services Management Research”, vol. 24, no. 4.
25. Liang Z., Howard P.F., Leggat S., Bartram T. [2018], Development and Validation of Health Service Management Competencies, „Journal of Health Organization and Management”, vol. 32, iss. 2.
26. Lisiecka-Biełanowicz M. [2016], Zarządzanie jakością relacji w organizacjach ochrony zdro¬wia, Difin, Warszawa.
27. Lustri D., Miura I., Takahashi S. [2007], Knowledge Management Model: Practical Application for Competency Development, „The Learning Organization”, vol. 14(2).
28. Maijanen P., Jantunen A. [2016], The Dynamics of Dynamic Capabilities - The Case of Public Broadcasting, „International Journal Business Excellence”, vol. 9(2).
29. National Center for Healthcare Leadership (NCHL) [2005], Healthcare Leadership Compe¬tency Model, Summary, www.nchl.org, dostęp 20.01.2019.
30. Pomoc doraźna i ratownictwo medyczne [2018], Główny Urząd Statystyczny, Warszawa, https:// stat.gov.pl, dostęp 20.01.2019.
31. Ritchie D., Yen M. [2013], Health Services Management Development: What Formal Knowledge Should Support the Skills and Experience Required?, „Australian Health Review”, vol. 37, no. 2.
32. Ross A., Wenzel EJ., Mitlyng J.W. [2002], Leadership for the Future: Core Competencies in Heal¬thcare, HAP, Chicago.
33. Stefl M.E. [2003], Report of the Competency Task Force: Healthcare Leadership Alliance, HLA, Chicago.
34. Stefl M.E. [2008], Common Competencies for All Healthcare Managers: The Healthcare Leader¬ship Alliance Model, „Journal of Healthcare Management”, no 53(6).
35. Wickramasinghe V., De Zoyza N. [2011], Managerial Competency Requirements thatEnhance Organizational Competences: A Study of a Sri Lanka Telecom Organization, „The International Journal of Human Resource Management”, vol. 22(14).
36. Yang B.C., Wu B.E., Shu P.G., Yang M.H. [2006], On Establishing the Core Competency Identi- fying Model: A Value-Activity and Process Oriented Approach, „Industrial Management & Data Systems”, vol. 106(1).
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Published
2019-10-16
How to Cite
Krawczyk-Sołtys, A. . (2019). Managerial Competencies and the Development of Organisational Competencies of Emergency Medical Teams: Research Perspective. Studies and Work of the Collegium of Management and Finance , (175), 95–104. https://doi.org/10.33119/SIP.2019.175.7
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