Health Sector Managers

This article describes an innovative 2-year apprenticeship training program implemented by Makerere University School of Public Health to strengthen capacity for leadership and management of HIV/AIDS programs in Uganda. [from abstract]

This document outlines the Takamol project in which a corporate training and management methodology was adapted for developing and sustaining quality management teams from governorate to district to clinic levels. [adapted from author]

This study focused on the manager role in the manager-physician relationship, considered from the manager perspective. The aim was to understand how top executives in Swedish healthcare regard management of physicians in their organisations, and what this implies for the manager role in relation to the medical profession.

This tool is an instrument for healthcare executives to use in assessing their expertise in critical areas of healthcare management. [adapted from author]

This handbook brings together effective practices in leadership, management, and governance. It includes effective practices in key management systems that all work together to improve health. [from preface]

This article describes a health management delivery program in which north and south institutions collaborated to integrate classroom and field-based training in health management and to transfer the capacity for sustaining management development in Liberia. [adapted from abstract]

This brief outlines the teaching of management theory in a training centre for government health workers in Peshawar, Pakistan. The study finds that imposing western principles of management is often inappropriate. Training must build on the strengths and address the weaknesses of local management styles in a sensitive manner. [from author]

This report outlines a rapid descriptive assessment to gain an initial understanding of the management workforce for service delivery in Ethipia, Ghana and Tanzania and to test selected criteria for assessing managers as part of the health workforce. [adapted from summary]

This paper describes a programme in Zimbabwe aimed at responding more effectively to the HIV/AIDS epidemic by reinforcing a critical competence-based training institution and producing public health leaders. [adapted from abstract]

This issue explores the Management Sciences for Health’s Virtual Leadership Development Program, which was designed to strengthen the leadership capacity of health teams to produce organizational results. [adapted from author]

This study aims to undertake a national assessment of existing district management structures, competencies and current training programmes in order to inform a national strategy and plan to strengthen district management capacity to ensure effective delivery of primary health care in South Africa. [from introduction]

Nurses and managers interviewed in Cape Town primary care facilities share their insights, experiences and how they cope with the impact of the HIV/AIDS epidemic. [from introduction]

This document details the specific hiring criteria for directors as established by the Health Services division of the Ghana Ministry of Health.

Strong leadership and management skills are crucial to finding solutions to the human resource crisis in health. Health professionals and human resource (HR) managers worldwide who are in charge of addressing HR challenges in health systems often lack formal education in leadership and management. The Virtual Leadership Development Program is a web-based leadership development program that combines face-to-face and distance learning methodologies to strengthen the capacity of teams to identify and address health challenges and produce results. [adapted from abstract]

Interviews were conducted with staff of 4 hospitals thought to be functioning relatively well. The purpose of this study was to understand some of the factors contributing to the relative success of 4 South African distric hospitals, in order to share lessons learned with other institutions. A number of key factors were identified through this process, many of which relate to the performance, management and interactions of the health workers, which appear to be important in effective functioning of district hospitals. [adapted from summary]

This paper argues that stronger and values-based public sector management and leadership is essential in building health systems that better address health inequities. It identifies the particular competencies of public sector managers and reviews evidence on how these competencies can be developed. Renewing the values base of public health system managers and professionals is an important requirement. [from summary]

Management Sciences for Health has developed an approach to helping managers become more like coaches, which has proven successful in various settings. This issue of the eManager will help you examine your managerial practices and give you the tools to expand your role from manager to manager as coach.

This presentation was given at the First Forum on Human Resources for Health in Kampala. It defines health leadership and management, why strengthening it is important, the lessons learned so far, and the main components and uses of the WHO framework. [adapted from author]

This presentation was given at the First Forum on Human Resources for Health in Kampala. It gives definitions and frameworks, core competencies needed, examples of good practice, observations and future directions. [adapted from author]

In an initiative to collate experiences on management development in low resource settings, WHO carried out case studies to explore management development approaches and how these impacted managerial and service delivery performance. [adapted from author]

This study evaluated the skills and competency levels of hospital managers in South Africa to determine whether there are any significant differences between managers in the public and private sectors. The results show that managers in the private sector perceived themselves to be significantly more competent than their public sector colleagues in most of the management facets. Public sector managers were also more likely than their private sector colleagues to report that they required further development and training. [adapted from abstract]

A study was undertaken in Mexico, Colombia, and El Salvador to determine the impact of a management training program on health managers’ job performance. Factors associated with a successful training outcome were training techniques, strengthening of enabling factors, and reinforcement mechanisms. [adapted from abstract]

This Self-Assessment Inventory outlines the major areas of competence an effective supervisor must have. The competency areas are sub-divided into categories which correspond to the major functions supervisors perform. Its primary use is as a self-assessment tool. Individuals are encouraged to use it to assess their competence and performance as supervisors and use the results to develop a plan for improvement. This Inventory can also be used as a guide to curriculum development for Supervisory Training, using the components as the basis for a needs assessment exercise. [purpose]

The purpose and objectives of this study are to examine the extent to which the manager’s span of control influences nurse, patient, and unit outcomes; and investigate which particular leadership style contributes to optimum nurse, patient, and unit outcomes under differing spans of control. [author’s description]

The main purpose of this chapter of “Human Resources for Health in Europe” is to develop a dynamic and unified framework for describing and analysing the role of the health care manager in a changing Europe. The chapter also attempts to combine the construction of this theoretical model with its application, drawing on empirical work in different European countries to illustrate the challenges and opportunities arising from the various elements of health care reform. [from introduction]

This report is based on deliberations from an international consultation on strengthening leadership and management as an essential component to scaling health services to reach the Millennium Development Goals. The focus was on low-income countries though the principles discussed concerned leadership and management in other settings as well. The report describes a technical framework adopted by the consultation for approaching management development and sets out key principles for sustained and effective capacity building. [author’s description]

Achieving the health Millennium Development Goals will require a significant scaling up of health service delivery in many countries. The number of competent managers will also have to be scaled up at the same time – managers are an essential resource for ensuring that priority needs are met and resources are used effectively. This study describes various management strengthening activities in 3 countries – South Africa, Togo and Uganda. [from executive summary]

Population-based healthcare has become the focus of healthcare services around the world so there is an ever-increasing need to train and support nurse managers who can led and nurture nurses as they work towards providing optimum levels of satisfaction and safety in the care they give to their patients. [abstract]

This issue of The Manager shows how health managers, though faced with multiple challenges of decentralization, can redefine their roles and responsibilities to better support both the people they serve and the staff at management levels closest to the population. It shows how health managers can adopt leadership practices to carry out their new roles and ultimately make decentralization work. [editor’s description]

This issue of The Manager will help managers at all levels understand the principles of local-level performance assessment and improvement. It also presents the concept of essential public health functions as a useful policy framework for decentalizing service management while maintaining and improving the coverage and quality of services. [editor’s description]