Volume 8, Issue 3 (2023)
Manage Strat Health Syst 2023, 8(3): 293-308 |
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Amrollahi Biuki N, Azhdari A, Safaei F, Shaker Ardakani M. Ranking Competencies of Managers with the Combined Method of Dimtel and Network Analysis
(Case study: Public Hospitals of Yazd Province). Manage Strat Health Syst 2023; 8 (3) :293-308
URL: http://mshsj.ssu.ac.ir/article-1-697-en.html
URL: http://mshsj.ssu.ac.ir/article-1-697-en.html
Assistant Professor,Department of Public Administration, School of Humanities and Social Sciences, Ardakan University, Yazd, Iran , amrolahi.n@ardakan.ac.ir
Abstract: (113 Views)
Abstract
Background: The success of any organization depends on the expertise and competence of human resources, especially its managers. Competence is defined as the knowledge and skills necessary to perform a job. The current study aimed to rank the competencies of managers based on the competence model of Dolewis and Higgs (2005), which was carried out using multi-criteria decision-making techniques (combined method of Dimtel and network analysis) in public hospitals of Yazd province.
Methods: This inductive approach research was carried out quantitatively during 2021 to 2022 in public hospitals of Yazd province. In this study, multi-criteria decision-making techniques were used including the combined method of Dimtel and network analysis. The statistical population was a group of human resources experts and senior managers of public hospitals in Yazd province. Sampling was done first by judgment and then by snowball method and through the introduction of experts and based on the possibility of access to them, and 15 experts were selected as a sample. After extracting the data from the experts' questionnaires, Dimtel method was used to evaluate the relationships between the indicators.
Results: In the current study, according to the experts’ opinions, the competence model of Doleviz and Higgs (2005) was considered, which included three managerial, personal, and intellectual dimensions. The dimension of managerial competence included components of success, empowerment, development, engaging and effective communication, resource management. The dimension of intellectual competence included components of judgment and critical analysis, perspective and foresight of strategic views. The dimension of personal competence included components of self-awareness and emotional resilience, intuitive understanding, interpersonal sensitivity, influence, motivation, and conscience. Based on the results of the super matrix of network analysis, the weights of competence in order of priority included managerial, intellectual, and personal competence. In managerial competence, the component of resource management, in personal competence, the influence component, and in intellectual competence, the components of foresight and perspective were more important.
Conclusion: In order to be more successful in achieving future goals and perspective, hospital managers should strive to strengthen their competencies, since improving the competence of managers helps them in effective use of resources, better response to clients, and achieving goals, in accordance with the accreditation standards of public hospitals in Yazd province
Background: The success of any organization depends on the expertise and competence of human resources, especially its managers. Competence is defined as the knowledge and skills necessary to perform a job. The current study aimed to rank the competencies of managers based on the competence model of Dolewis and Higgs (2005), which was carried out using multi-criteria decision-making techniques (combined method of Dimtel and network analysis) in public hospitals of Yazd province.
Methods: This inductive approach research was carried out quantitatively during 2021 to 2022 in public hospitals of Yazd province. In this study, multi-criteria decision-making techniques were used including the combined method of Dimtel and network analysis. The statistical population was a group of human resources experts and senior managers of public hospitals in Yazd province. Sampling was done first by judgment and then by snowball method and through the introduction of experts and based on the possibility of access to them, and 15 experts were selected as a sample. After extracting the data from the experts' questionnaires, Dimtel method was used to evaluate the relationships between the indicators.
Results: In the current study, according to the experts’ opinions, the competence model of Doleviz and Higgs (2005) was considered, which included three managerial, personal, and intellectual dimensions. The dimension of managerial competence included components of success, empowerment, development, engaging and effective communication, resource management. The dimension of intellectual competence included components of judgment and critical analysis, perspective and foresight of strategic views. The dimension of personal competence included components of self-awareness and emotional resilience, intuitive understanding, interpersonal sensitivity, influence, motivation, and conscience. Based on the results of the super matrix of network analysis, the weights of competence in order of priority included managerial, intellectual, and personal competence. In managerial competence, the component of resource management, in personal competence, the influence component, and in intellectual competence, the components of foresight and perspective were more important.
Conclusion: In order to be more successful in achieving future goals and perspective, hospital managers should strive to strengthen their competencies, since improving the competence of managers helps them in effective use of resources, better response to clients, and achieving goals, in accordance with the accreditation standards of public hospitals in Yazd province
Keywords: Competence of managers, multi-criteria decision making techniques, Dimtel, network analysis, Yazd public hospitals
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