Business Strategies In Healthcare Organizations

Chapter 2

REVIEW OF RELATED LITERATURE

Background theories

In a global environment, a company must choose and own a core business strategy to excel - i.e. competency mapping. (Wasalwar, 2011) If companies have a list of clearly defined roles and competencies for all their job requirements, these can be used for promotions, placements and training needs analysis of key positions. (Uddin, 2012) In most hospitals, these key positions belong to the Medical Director, the Chief Nurse or Nurse Manager and the Hospital Administrator. A clearly defined and delineated competency set of knowledge, attitude and skills or KAS for these positions can strengthen a hospital 's positioning in a global market.

Historically, competence is regarded as a

Moreover they have to posses the interpersonal skills and business savvy required to manage health care organizations or hospitals. The Healthcare Leadership Alliance (HLA) have identified 5 core domains: - Communication and Relationship Management - Leadership - Professionalism - Knowledge of the Health Care Environment - Business Skills and Knowledge

Hospital administrators must be cognizant of the fact that there is a relationship between competency development, employability and career success. De Vos, De Hauw, & Van der Heijden, reported that a survey was conducted among a sample of 561 employees of large financial service company. Where employees perceive support for competency development initiatives exist, their sense of employability and marketability also rises. Their perception of their own employability and marketability are indicators of subjective career success .If employees are supported professionally by management in their initiative to improve their professional credentials their sense of career satisfaction also rises.(De Vos et al,

Competencies can be mapped so that training content can be dovetailed with the desired skills

In Asia, particularly in Nepal, a study was conducted on hospital managers using the Senior Management Service Competency Framework and the most valued self-assessed competencies were honesty, integrity, service delivery innovation, communication and information. The least valued attributes are program and project management and knowledge management. As managers, the most valued skills were strategic capability and leadership, and human resource management and empowerment. (Khadka, Gurung, Chaulagain, 2014)

In Malaysia, a study has revealed that leadership competencies of management as well as the organizational culture of service firms have on impact of the level of customer service. If management listens to the staff, recognizes and rewards performance, it creates a culture where employees also respond to customers positively and this in turn also adds to the company 's bottom line (Asree, Zain, & Razalli,