Las claves de la gestión hospitalaria

Ocharan, Julen

doi:10.1016/s0304-4858(02)74397-7

Cited by 6 publications

(3 citation statements)

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“…Hence, the importance of guiding efforts to accomplishing that proposed, making decisions within the process, measuring what has been carried out, and comparing it to what was expected. 1,2 In nursing, management is identified as a human and social process aimed at mobilizing individuals and resources from the environment 10 • Invest Educ Enferm. 2013;31 (1) to maintain and favor care.…”

Section: Introductionmentioning

confidence: 99%

“…1,2 In nursing, management is identified as a human and social process aimed at mobilizing individuals and resources from the environment 10 • Invest Educ Enferm. 2013;31 (1) to maintain and favor care. 3 It is also conceived as "the application of professional judgment in planning, organizing, motivating, and controlling caregiving, in timely, secure, and comprehensive manner, which ensure continuity of care and are supported by the institution's strategic policies and guidelines".…”

Section: Introductionmentioning

confidence: 99%

“…Another expert expresses the following: the formation of competencies varies depending on the paradigm 14 • Invest Educ Enferm. 2013;31(1)…”

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confidence: 99%

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Relevance and level of application of the management competencies in nursing

Jiménez¹,

Arrubla²

2013

Invest. Educ. Enferm.

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Objective. The study sought to identify the relevance and level of application of the main management competencies in nursing. Methodology. Study contains qualitative and quantitative components with a descriptive approach. We took as categories of the study the relevance and application of management competencies and curricular strategies for their formation. A survey was applied to a convenience sampling of 140 individuals from the nursing faculties involved and from different levels of healthcare in the city of Medellín and its Metropolitan Area; lastly, a semi-structured interview was made of six experts from the university educational sector in Medellín. Results. The most relevant generic competencies were: leadership (81.4%), team work (75.0%), effective communication (55.7%); while the specific competencies highlighted quality management of personnel and care. Innovation and creativity competencies (19.3%), strategic thought (17.1%), and adaptability or flexibility (10.0%) obtained lower frequencies. The level of application of specific competencies, according to components of strategic management, programs and projects, quality, human talent, and caretaking of individuals was above 90%. Conclusion. The management competencies identified were relevant and of high applicability for the people consulted. The complexity paradigm as central axis may contribute to their formation.

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Section: Introductionmentioning

confidence: 99%