طراحی مدل شایستگی‌های مدیریتی مبتنی بر سلامت سازمانی با رویکرد آمیخته

نقش مدیریت به‌عنوان عامل اصلی ایجاد و ارتقای سطح سلامت در سازمان حائز اهمیت ویژه می باشد. براین اساس هدف این پژوهش طراحی مدل شایستگی‌های مدیریتی مبتنی بر سلامت سازمانی با رویکرد آمیخته می باشد. برای نیل به این مقصود پژوهشگران از رویکرد آمیخته متوالی اکتشافی استفاده کردند؛ بدین‌صورت که در مرحله کیفی با استفاده از روش داده بنیاد، شایستگی های مدیریتی سلامت سازمانی از طریق مصاحبه نیمه ساختاریافته با 18 نفر از خبرگان دانشگاهی و اجرایی دانشگاه های علوم پزشکی کشور که با روش نمونه گیری غیر احتمالی قضاوتی و هدفمند انتخاب شدند، طراحی شد. یافته های حاصل از مرحله کیفی نشان داد که مدل شایستگی های مدیریتی مبتنی بر سلامت سازمانی شامل 28 مفهوم در قالب 5 مقوله فرعی است. در مرحلۀ کمی، برای اعتبارسنجی مدل، از مدل سازی معادلات ساختاری استفاده شد، بدین‌صورت که پرسشنامه ای براساس عوامل احصاء شده در مرحله کیفی، طراحی و در بین 259 نفر از اعضای نمونه شامل روسا، معاونین و مدیران ارشد دانشگاه های علوم پزشکی کشور (منطقه 9 وزارت بهداشت، درمان و آموزش پزشکی) توزیع و داده ها تحلیل شد. یافته های حاصل نشان داد که شایستگی های مدیریتی شناسایی شده اثر معناداری بر ابعاد نهادی، اداری و فنی سلامت سازمانی دارند.

utilizing a mixed approach to design a model of managerial competencies based on organizational health

1- introduction globally, medical sciences universities are increasingly witnessing sophisticated guests with heightened expectations, high workforce diversity, constant emergence of new technologies, and unyielding cost pressures in the wake of intense competition. thus, the role of managers is exceedingly becoming dynamic and highly complex. these university players should grapple with rapid change and the challenges of surviving in an information-based, knowledge-intensive, and service-driven economy. such challenges have brought about a dramatic shift in the strategic imperatives of medical sciences universities and thrown up a new set of role demands and professional challenges for senior managers and leaders in the industry. these universities, therefore, must develop leaders with competencies that correspond with and are specific to their distinct business challenges and goals to better their organizational health. this study aims to design a model of managerial competencies based on organizational health using a mixed approach. considering the importance of health issues in organizations and the need to promote them in medical sciences universities, this research may enrich the literature on organizational health in addition to providing practical implications for the population under study. 2- theoretical framework the origins of the meritocracy movement can be traced back to katz’s work in the 1950s. although he did not use the terms competence or competence, he introduced three categories of technical, human, and administrative skills, which provided a framework for distinguishing the performance of effective managers according to skills, which had a significant contribution to the foundation of the competence approach. after that, selznick and his successor, mcclelland, used the term competence to indicate a substantial factor that affects individual learning. in 1991, woodruff proposed competence in the form of behavioral dimensions and a combination of motivation, trait, skill, self-concept, and social role. by combining their knowledge, skills, and abilities, competent managers can perform their duties and responsibilities in a way compatible with the organization’s strategic goals. organizational health, as the primary indicator of organizational effectiveness, refers to the organization’s ability to continue its life so that it confronts the external destructive forces and directs them toward its main goals and objectives. according to parsons’ (1961) organizational genealogy, which is derived from his general theory of social systems, any organization must have four characteristics for its survival and continuous growth: 1) adaption: acquiring sufficient resources and compatibility with its environment; 2) goal achievement: setting goals and implementing them; 3) unity: maintaining the integrity and internal coherence of the organization; 4) invisibility: creating and maintaining the specific values of the organization.3- methodologythe research is applied in terms of its purpose, which was carried out within the framework of the pragmatism paradigm and the mixed-exploratory (qualitative-quantitative) approach. based on this, first, the foundation’s qualitative data research method was used, and managerial competencies were identified based on the participants’ point of view. accordingly, the sampling method was purposeful and judgmental. based on this, 22 faculty members and administrators of medical sciences universities with managerial experience were selected. the interviewees included nine academic faculty members and nine executive directors of the university. we used semi-structured interviews to study participants and a three-stage process with open, central, and selective coding to analyze the data. in the quantitative phase, we conducted a structural equation modeling in smartpls v.3 to validate the proposed model.