Perfil ideal de competência profissional de gestores da área de saúde

Abstract

A questão de pesquisa do presente estudo consistiu: qual a percepção dos profissionais, gestores e lideranças da área de saúde sobre o perfil ideal de competência profissional que os ocupantes de postos de comando deveriam ter? O objetivo geral, portanto, consistiu em levantar a percepção dos pesquisados sobre perfil ideal de competência profissional para o exercício de atividades gerenciais na área de saúde. O referencial teórico fundamentou-se principalmente em Galer, Vriesendorp e Ellis (2005), Bitencourt (2001, 2006), Le Boterf (2003), Heifetz (1999), Ruas (2005), Baldwin, Rubin, e Bommer (2008), dentre outros. A pesquisa de natureza descritiva consistiu numa Survey que envolveu 450 profissionais de 18 instituições públicas e privadas da área de saúde, em sua maioria médicos, enfermeiros e farmacêuticos, ocupantes dos cargos de coordenador, diretor, gerente, chefe de serviço/setor, supervisor e técnicos, de hospitais, órgãos do governo e cooperativas de classe das cidades de Fortaleza, Natal e Recife. Os resultados revelaram a percepção dos pesquisados sobre perfil de competência profissional ideal para o exercício de atividades gerenciais na área de saúde com destaque para os atributos relacionados ao conhecimento e habilidade de planejamento estratégico e operacional, habilidade de liderança e atitude ética.

Professional competencies of managers of an integrated nursing curriculum Competências gerenciais de gestores de um curso de graduação em enfermagem

“…Therefore, interpersonal and personal skills are strongly embedded within the concept of being a competent manager. 23,24 Still, in one of these studies, a physician argues that "leading, anticipating, dreaming, motivating, deciding, acting, and planning are inherent attitudes to all health professionals and managers, and should be part of the curriculum. " 23 Among the various capacities aimed at becoming a competent manager, only those that lead the manager to the efficient performance of what was planned will be contemplated, that is, there is no random competences, but only competence in the act.…”

“…23,24 Still, in one of these studies, a physician argues that "leading, anticipating, dreaming, motivating, deciding, acting, and planning are inherent attitudes to all health professionals and managers, and should be part of the curriculum. " 23 Among the various capacities aimed at becoming a competent manager, only those that lead the manager to the efficient performance of what was planned will be contemplated, that is, there is no random competences, but only competence in the act. 25 Therefore, if this project is planned, structured and it is not effective as it says it would be, all previous leadership skills, communication, scientific knowledge, practical experience during the decisions, conflict management, among others, will succumb.…”

Funções administrativas na gestão local da atenção básica em saúde

“…[1][2] This led to a a considerable increase in municipal health services, mainly in Primary Care, which in turn, generated the need to incorporate new managers. 3 In the daily work of these managers, the administrative functions coordinate and synchronize, the other functions related to their activities and are developed in a cyclical and dynamic sequence. Thus, the administrative functions are defined as: Goal planning, execution, monitoring/follow-up of actions and continuous evaluation of interventions or any of its components.…”

“…In addition, continuous evaluation of interventions is carried out in an incipient way without programming. 3,7 Lack of professionalization, training and institutionalization of the position to perform this function. 3,6 The analysis of the administrative functions of local managers, understood here as managers of Primary Care services, has great relevance, since health management is a complex and little studied function.…”

“…3,7 Lack of professionalization, training and institutionalization of the position to perform this function. 3,6 The analysis of the administrative functions of local managers, understood here as managers of Primary Care services, has great relevance, since health management is a complex and little studied function. 3 This can be due to the fact that, historically, management is only executing actions planned at the federal level, not accumulating management experiences at the local/municipal level.…”