Hospital management training for the Eastern Mediterranean Region: time for a change?

Rabbani, Fauziah; Hashmani, Farah Naz; Mukhi, Aftab Akbar Ali; Gul, Xaher; Pradhan, Nousheen Akber; Hatcher, Peter; Farag, Mounir; Abbas, Farhat

doi:10.1108/jhom-11-2014-0197

Cited by 22 publications

(25 citation statements)

References 6 publications

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“…Tailor-made international courses on leadership, management and planning of malaria in Eastern Mediterranean region, evolved into a regional curricula in line with four interventions recommended by World Health Report 2008 [85, 86]. Similarly, department of Community Health Sciences (CHS) at Aga Khan University (AKU) conducts regular short training courses in disaster management for fragile health systems, hospital management and implementation research (IR) [47, 87]. …”

Section: Main Textmentioning

confidence: 99%

Schools of public health in low and middle-income countries: an imperative investment for improving the health of populations?

Rabbani

Shipton

White³

et al. 2016

BMC Public Health

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BackgroundPublic health has multicultural origins. By the close of the nineteenth century, Schools of Public Health (SPHs) began to emerge in western countries in response to major contemporary public health challenges. The Flexner Report (1910) emphasized the centrality of preventive medicine, sanitation, and public health measures in health professional education. The Alma Ata Declaration on Primary Health Care (PHC) in 1978 was a critical milestone, especially for low and middle-income countries (LMICs), conceptualizing a close working relationship between PHC and public health measures. The Commission on Social Determinants of Health (2005–2008) strengthened the case for SPHs in LMICs as key stakeholders in efforts to reduce global health inequities. This scoping review groups text into public health challenges faced by LMICs and the role of SPHs in addressing these challenges.Main textThe challenges faced by LMICs include rapid urbanization, environmental degradation, unfair terms of global trade, limited capacity for equitable growth, mass displacements associated with conflicts and natural disasters, and universal health coverage. Poor governance and externally imposed donor policies and agendas, further strain the fragile health systems of LMICs faced with epidemiological transition. Moreover barriers to education and research imposed by limited resources, political and economic instability, and unbalanced partnerships additionally aggravate the crisis. To address these contextual challenges effectively, SPHs are offering broad based health professional education, conducting multidisciplinary population based research and fostering collaborative partnerships. SPHs are also looked upon as the key drivers to achieve sustainable development goals (SDGs).ConclusionSPHs in LMICs can contribute to overcoming several public health challenges being faced by LMICs, including achieving SDGs. Most importantly they can develop cadres of competent and well-motivated public health professionals: educators, practitioners and researchers who ask questions that address fundamental health determinants, seek solutions as agents of change within their mandates, provide specific services and serve as advocates for multilevel partnerships. Funding support, human resources, and agency are unfortunately often limited or curtailed in LMICs, and this requires constructive collaboration between LMICs and counterpart institutions from high income countries.

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Section: Main Textmentioning

confidence: 99%

Schools of public health in low and middle-income countries: an imperative investment for improving the health of populations?

Rabbani

Shipton

White³

et al. 2016

BMC Public Health

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“…Nowadays health care systems around the world face with several challenges such as increased healthcare needs and costs as a result of growing population that are aging with disability; rising levels of risk factors such as obesity and physical inactivity; poor management and increasing prevalence of chronic disease and multiple chronic diseases; high percentage of preventable hospitalisation as a result; health workforce shortages and imbalanced distribution, and poor quality and safety of service provision [1][2][3]. In addition, inequities in health, lack of access to quality health care, and insufficient skilled health workforce represent some of the major challenges facing many countries in the Eastern Mediterranean Region [4].…”

Section: Introductionmentioning

confidence: 99%

Management and leadership competence for hospital managers: a systematic review and best fit framework synthesis

Kakemam¹,

Liang²,

Janati³

et al. 2019

Preprint

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Background Competent managers are vital to the productivity and service quality of healthcare organizations and the sustainability of the healthcare system including hospitals. The purpose of this study is to synthesize the evidence related competency to management and leadership in healthcare organizations including hospitals through the Best Fit Method. Methods A systematic literature review was performed to identify studies focusing on confirming and/or assessing the competency requirements of health service managers in particular hospital managers. The following electronic databases were searched from January 2000 and December 2018: ISI/Web of Sciences, PubMed, Scopus, Emerald, and the Scientific Information Database. Applying the Best Fit Framework Synthesis Method, we mapped all of the competency and associating behavioral items against the validated MCAP management competency framework which includes 6 core competencies, 18 subthemes and 83 associating behavioural items. Results Eleven studies were identified for inclusion in the review. The mapping of the competencies and relevant items identified in these studies with the validated MCAP management competency framework and associating items confirm that the MCAP framework has vastly represented findings of all recent studies. Although the MCAP framework incorporated behavioral items associating with the competency of Professionalism into the six core competencies, the study found the necessity of treating Professionalism as an independent competency to be included in the global management competency framework for health service managers, in particular hospital managers. As a result, the proposed Global Management Competency Framework includes the following 7 competencies: evidence-informed decision making, operations, administration and resource management, knowledge of healthcare environment and the organization, interpersonal, communication qualities and relationship management, leading people and organisation, enabling and managing change, and professionalism. Conclusions This review and the mapping of the competencies identified in previous studies with the validated MCAP framework resulted in the recommendation of Global Management Competency Framework for health service managers. It provides useful guidance to the formulation of training and development direction for the health service management workforce. However, since management competencies are context sensitive, in order to developing a more targeted approach or target curriculum for the development managers from different sectors, management levels, validation is recommended.

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“…According to powerful evidence, hospital administrators need to develop the professional skill, however, a specialized discipline demanding fit training and skills and cannot be particularly acquired on the work. Nonetheless, the majority of hospital administrators are not managers ( 20 , 21 ).…”

Section: Introductionmentioning

confidence: 99%

Health care managers’ perspectives on the sources of evidence in evidence-based hospital management: A qualitative study in Iran

Janati¹,

Hasanpoor²,

Hajebrahimi³

et al. 2017

Ethiop J Health Sci

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BACKGROUND: Evidence-based management (EBMgt) has been developed as a management framework for improving the quality of management decisions. To use that, we need to identify the source of evidence in decision-making. Therefore, the purpose of this study was to identify the sources of evidence in managing hospitals. METHODS: Qualitative methods were used to explore the sources of evidence and to identify hospital managers' attitudes towards evidence-based management. A series of semi-structured interviews (n=48), with a purposive sample of 48 participants, were conducted in 2016. Also, four focus group discussions (FGDs) were conducted with health managers and specialists in the field of management. A questionnaire was used for collection of demographic characteristics and managers' perspectives. RESULTS: Six main themes emerged from the interviews including: scientific and research evidence, facts and information of hospital, political-social development plans, managers' professional expertise and ethical-moral evidence. Also, the results showed that the majority of participants believed to use the evidence-based hospital management (95.83%). CONCLUSIONS: Our study suggested that a full evidence-based hospital manager someone who is using all the sources of evidence for making hospital decisions. Using hexagon of evidence sources, managers can identify the best available evidence for hospital decisions and to make the best decision in the process of evidencebased decision making.

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Hospital management training for the Eastern Mediterranean Region: time for a change?

Cited by 22 publications

References 6 publications

Schools of public health in low and middle-income countries: an imperative investment for improving the health of populations?

Schools of public health in low and middle-income countries: an imperative investment for improving the health of populations?

Management and leadership competence for hospital managers: a systematic review and best fit framework synthesis

Health care managers’ perspectives on the sources of evidence in evidence-based hospital management: A qualitative study in Iran

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