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Hospital management training and improvement in managerial skills: Serbian experience

Author

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  • Supic, Zorica Terzic
  • Bjegovic, Vesna
  • Marinkovic, Jelena
  • Milicevic, Milena Santric
  • Vasic, Vladimir

Abstract

Objectives The purpose of this study was to analyze the improvement of managerial skills of hospitals' top managers after a specific management training programme, and to explore possible predictors and relations.Methods The study was conducted during the years 2006 and 2007 with cohort of 107 managers from 20 Serbian general hospitals. The managers self-assessed the improvement in their managerial skills before and after the training programme.Results After the training programme, all managers' skills had improved. The biggest improvement was in the following skills: organizing daily activities, motivating and guiding others, supervising the work of others, group discussion, and situation analysis. The least improved were: applying creative techniques, working well with peers, professional self-development, written communication, and operational planning. Identified predictors of improvement were: shorter years of managerial experience, type of manager, type of profession, and recognizing the importance of the managerial skills in oral communication, evidence-based decision making, and supervising the work of others.Conclusions Specific training programme related to strategic management can increase managerial competencies, which are an important source of competitive advantage for organizations.

Suggested Citation

  • Supic, Zorica Terzic & Bjegovic, Vesna & Marinkovic, Jelena & Milicevic, Milena Santric & Vasic, Vladimir, 2010. "Hospital management training and improvement in managerial skills: Serbian experience," Health Policy, Elsevier, vol. 96(1), pages 80-89, June.
    • Handle: RePEc:eee:hepoli:v:96:y:2010:i:1:p:80-89
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    References listed on IDEAS

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    1. Hanlon, Neil T., 2001. "Sense of place, organizational context and the strategic management of publicly funded hospitals," Health Policy, Elsevier, vol. 58(2), pages 151-173, November.
    2. Reeleder, David & Goel, Vivek & Singer, Peter A. & Martin, Douglas K., 2006. "Leadership and priority setting: The perspective of hospital CEOs," Health Policy, Elsevier, vol. 79(1), pages 24-34, November.
    3. Michael Goold & John J. Quinn, 1990. "The paradox of strategic controls," Strategic Management Journal, Wiley Blackwell, vol. 11(1), pages 43-57, January.
    4. Madorran Garcia, Cristina & de Val Pardo, Isabel, 2004. "Strategies and performance in hospitals," Health Policy, Elsevier, vol. 67(1), pages 1-13, January.
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    1. Jasna Gačić & Stefan Milojević & Snežana Knežević & Miljan Adamović, 2023. "Financial Literacy of Managers in Serbian Health Care Organizations as a Path to Sustainability," Sustainability, MDPI, vol. 15(7), pages 1-26, April.
    2. Ukende Apollo Kingu & Ismail J. Ismail & Stephen M. Kibusi, 2023. "Managerial Competency of Primary Healthcare Facility Managers in the Selected District Councils in Tanzania," Management & Economics Research Journal, Faculty of Economics, Commercial and Management Sciences, Ziane Achour University of Djelfa, vol. 5(1), pages 45-65, March.

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