Health manager at SES Tocantins: Evaluation of knowledge and competencies

This is an exploratory descriptive study, whose main objective is to characterize the profile of the health manager, through the mapping of knowledge and skills. With regard to knowledge and application of the laws that govern the bidding process, 93% of respondents know the bidding laws and use them in their daily work, while 6.7% have knowledge about the subject, however, they do not use it in the performance of their tasks. Regarding the legal bases of SUS, it is known for only 73.3% of the sample. The data show that 80% of professionals know the LRF. About LOA, only 40% of the interviewed professionals claim to know it. When the subjects were asked about their knowledge about PPA, only 60% said they knew the instrument. SIOPS is known to only 40% of the group. 86.7% of professionals know the RAG. PPI is known by 66.7% of the interviewed professionals. As for the PS, only 66.7% claim to know it, the PES is known by 86.7% of the interviewees. When asked about the priority agenda, 66.7% said they knew it. Some managerial skills are highly encouraged, others are not. Among those stimulated, they are: openness to change, ethics and professionalism and quality awareness, with 46.7% of respondents responding positively to these stimuli. Other skills such as acting preventively and expressing themselves critically (40% each) and knowledge about health policies (53.3%). In addition, we can see: teamwork (40%), communication (46.7%) and strategic vision (33.3%). Other skills are reasonably encouraged: initiative and creativity; and ability to lead people (26.7% each). 40% of managers do not feel encouraged to participate in decision-making processes. At the end of the study, the influence of the managers’ profile on the improvement of management practices was noticed, since it showed the potentialities and challenges faced and will serve as a basis for the process of permanent qualification of the professionals involved in management, translated into more effective and efficient, provided by the knowledge and use of mechanisms to support SUS management.

Leadership and management training need assessment of health manager in vietnam in 2016

Objective: Assess the leadership and management training need of health manager nation-wide based on the core competency framework. Method: The study applied cross-sectional research method. Data was collected from health manager by self-administration questionnaires. Data collection was carried out in 2016 in in person in 7 provices representatives for 7 ecological areas of Vietnam. Data from other provinces was collected via mail and email. Results: Findings from 1749 respondents in the study showed the pretty low level of leadership and management competency of health manager, the proportion of health manager selt-evaluated have enough competency to perform their work was roughly 20%. Leadership and management capacity of director board was higher than middle level manager. There was no statistical difference on the leadership and management competency of staff at district and provincial/central level. More than 65% study participants expressed high demand of training for all 14 leadership and management core competencies. Conclusion: It is essential to develop and provide leadership and management training for health manager in the whole system. However, the programs also needs to be tailoired to be appropriate with the different need of different group of health manager. Key words: training need, competency, leadership and management.

VP71 Barriers To Access Biologic Products: A Rapid Review

IntroductionThe elevated costs with biologic products threaten the sustainability of health services, and, therefore, the access to these medicines in the perspectives of user, health professional, health manager and system. The entry of biosimilar products in the market could be an option to subsidize the search for solutions to those problems.MethodsWe conducted a rapid review using the databases Medline (via PubMed), EMBASE, Cochrane Library and CRD. The eligibility criteria were HTAs, systematic reviews and cross-sectional studies.ResultsLiterature search retrieved 640 registries and, after duplicate removal, screening of titles and abstracts and full text reading, nine cross-sectional studies were selected. From a user's point of view, the following barriers were identified: lack of knowledge about the medicine, distance between the place of living and the health service (especially in the rural area), long waiting periods for service, passivity in regard to treatment. From a health professional's point of view the barriers were: acceptability of the expert in regard to treatment, interchangeability and substitution, the perception of lack of data showing efficacy and safety. Finally, from the payer's (or health manager) point of view, the barriers were: high cost of medicine, problems with reimbursement and bureaucracy. We did not retrieve any barriers from the health system's perspective from the selected studies.ConclusionsThe entry of biosimilar medicines in the market can induce competition and, therefore, reduce prices of biologic treatments. It is necessary to search for potential solutions to the access barriers identified in this rapid review.

COMMUNICABLE COMPETENCE AND MANAGEMENT OF CONFLICTS IN THE HEALTH MANAGER'S ACTIVITY

Every organization in which people interact has potential for conflict. Health institutions include many interacting groups and teams that can be a source of conflict. In most cases the root of all problems lie in a broken or bad communication. A classic option for a conflict situation is the lack of feedback between the superiors /managers/ and the inferiors /executives/. When there is no dialogue between the levels in the hierarchy, solving even a minor conflict is really a difficult task. There are still not many health organizations in our country where there is an awareness of the enormous role of the proper implementation of the internal communications in order to achieve efficiency. The failure of a constructive tackling of conflicts destroys relationships rather more than their existence. This fact shows the need for preventive measures and clever conflict management. Own studies among 313 healthcare managers and 1171 health professionals from the hospital care in Bulgaria indicate the needful behavioral competencies necessary for the effective implementation of the managerial functions at operational and team level in healthcare practice.Methods used: documentary method - national and European documents have been studied; survey method - direct survey; semi-structured interview; statistical methods. The results show that on the first place, among the leadership skills, respondents put communicative skills, followed by skills to plan, set targets and set up a team. Leadership in the work of the health manager is a responsibility that involves developing and directing the full potential of people, teams and organizations. An important part of this process is the ability to resolve conflicts. The management style of the manager determines to a great extent how the problems will be solved (or deepened). Their timely and effective resolution is essential for improving the microclimate in the health care facility and achieving higher results. Conflict behavior is а result of the personal attitude and the requirements of the situation. Styles are a reflection of personal beliefs, values, and motives that form conflict behavior in a certain, sequential direction.An effective health manager is able to use varied approaches according to differences and to choose a specific approach based on the diagnostic self-knowledge and understanding of the factors he faces. The successful conflict management techniques are based on the importance of communication, persistent dialogue, disciplinary measures and control. There is no doubt that the success of the health manager and the medical establishment depends on such personal qualities as: communication skills, motivation, personal responsibility, leadership, trusting relationships. The more effective internal communications, the more successful the organization itself is. An effective approach to reducing conflicts in the organization - both interpersonal and intergroup – is the building of a unique culture at the healthcare institution that facilitates the development of naturally occurring processes and affirms the ethical side of behavior and communication.