Management competencies Theory, measurement - Anova Health

51 Pages·2014·1.17 MB·English

Management competencies
Theory, measurement and way
forward

Dr René English

ANOVA Cape Winelands Health Systems
Strengthening Workshop

25 July 2014
Introduction
Much is said about health management in SA


Resurgence of discussions in recent years,

and acknowledgement of its importance

Critical component of many health systems

conceptual frameworks and policies in South
Africa
Leadership and management
Leadership

“A process of social influence in which one can enlist the aid

and support of others in the accomplishment of a common
task” (Chemers, 2007)

Management

The act of coordinating the efforts of people to accomplish

desired goals and objectives using available resources
efficiently and effectively.
Management comprises planning, organizing, leading or

directing, and controlling an organization (a group of one or
more people or entities) or effort for the purpose of
accomplishing a goal.
Some more definitions
(Kouzes and Posner, 1995)
Leadership

Based on relationships and helping people (and

organizations) move toward achieving a vision

Management

Focuses on maintaining order, planning,

organizing, coordinating resources, and attending
to rules and details
Leadership and management in
health
Competencies*

It is important to identify the competencies unique

to leadership and management, to appropriately
guide educational endeavors.
Represent a cluster comprised of knowledge, skills,

attitudes, abilities, behaviors, and other
characteristics
Public Service Regulations (RSA, 2001) a

competency is defined as a “…blend of knowledge,
skills, behaviour and aptitude that a person can
apply in the work environment, which indicates a
person’s ability to meet the requirements of a
specific post”.
* Mowinski Jennings, 2007; Lucia, 1999; Calhound, 2002
This presentation…
Will focus on competency assessments –

district health system
Is there a need to transform L&M -

competencies?
Do we have a problem?

Key recent studies

What does the evidence point to?

Gaps?


 Results of 2 studies – competencies

at district and sub-district levels
 Review of key related studies
Competence
“an individual‟s application of a context

transferable aptitude (skills, knowledge,
attitude) to execute one or more job related
tasks (functional, introductory or
spontaneous) that are measurable against
standards of performance where the individual
possess and embedded intelligence of her or
his performance within the organisational
system”.
Competency/competencies
“an individual‟s (action) provision (input,

execution, contribution) of behaviours
(intentions, insights, principles) and skills
(abilities, cognitive, knowledge, attributes)
relevant to a job related situation within an
occupational area to achive successful
performance”.
Competency Frameworks
Competency frameworks can be defined as a

list of skills, knowledge, attributes and
behaviours that can be used as a tool by
which competencies can be expressed,
assessed and measured (Strebler).
Measurement
Variety of methods

Questionnaires

Personality tests

Psychometric tests
