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Competencies of a Healthcare Manager in the Context of Hospital and Ambulateral Diagnostic Imaging Centers

Author

Listed:
  • Agnieszka Mierzwa

    (Lux Med Ltd., 02-678 Warszawa, Poland)

  • Magdalena Syrkiewicz-Świtała

    (School of Public Health in Bytom, Medical University od Silesia in Katowice, 41-902 Bytom, Poland)

  • Bernadeta Kuraszewska

    (Department of Medical and Health Sciences, WSB University, 41-300 Dąbrowa Górnicza, Poland)

  • Rafał Świtała

    (Department of International Economic Relations, University of Economics in Katowice, 40-287 Katowice, Poland)

  • Jolanta Grzebieluch

    (Department of Organisation and Management, Faculty of Health Sciences, Wroclaw Medical University, 50-367 Wrocław, Poland)

  • Beata Detyna

    (Institute of Natural Sciences and Technology, The Angelus Silesius University of Applied Sciences in Wałbrzych, 58-300 Wałbrzych, Poland)

  • Jerzy Dariusz Detyna

    (Department of Mechanics, Materials and Biomedical Engineering, Faculty of Mechanical Engineering, Wrocław University of Science and Technology, 50-370 Wrocław, Poland)

Abstract

Background : Today’s healthcare requires a modern style of management that adapts to the needs of both patients and employees. Imaging diagnostics has its specificity in the entire area of hospital logistics and influences the organization of work and patient care. Modern managers should have special competencies to meet the expectations of patients, employees, and organizations. Aim : The main purpose of article was to define the role, competencies, and skills that managers should have in the field of diagnostic imaging. Methods : In the research part, a questionnaire survey and in-depth interviewing were used. The research group consisted of 10 managers and 300 medical staff, i.e., radiologists, nurses, and electroradiology technicians. Results : The decision-making role of the manager and their interpersonal skills were recognized to be most crucial. According to the respondents, managers should ensure good work organization and provide safe working conditions. Employees appreciated the manager’s ability to react in crisis situations as well as their high professionalism. The ability to communicate and resolve conflicts in a team was considered the most important psychological and social competence. Conclusions : A good manager, in the opinion of the respondents, is a decision-making, empathetic, and flexible person with strong leadership characteristics.

Suggested Citation

  • Agnieszka Mierzwa & Magdalena Syrkiewicz-Świtała & Bernadeta Kuraszewska & Rafał Świtała & Jolanta Grzebieluch & Beata Detyna & Jerzy Dariusz Detyna, 2024. "Competencies of a Healthcare Manager in the Context of Hospital and Ambulateral Diagnostic Imaging Centers," Logistics, MDPI, vol. 8(4), pages 1-18, December.
    • Handle: RePEc:gam:jlogis:v:8:y:2024:i:4:p:133-:d:1547318
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    References listed on IDEAS

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    1. Victor Verboeket & Harold Krikke & Mika Salmi, 2024. "Implementing Additive Manufacturing in Orthopedic Shoe Supply Chains—Cost and Lead Time Comparison," Logistics, MDPI, vol. 8(2), pages 1-23, May.
    2. Luciano Bairros da Silva & Marcos Henrique Oliveira Sousa & Lupicinio à ñiguez-Rueda, 2022. "Managers’ Views on Professional Competencies for Primary Health Care," SAGE Open, , vol. 12(4), pages 21582440221, November.
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