Human dimension of health service management

This article identifies three relevant and valid constructs that are associated with personal and organisational performance that can be used in the training of current and future health service managers: personal engagement at work, emotional intelligence and conflict resolution. A review was undertaken of the literature in human resources management to identify key concepts that bind and strengthen the management of organisations. A curriculum content analysis was then performed of postgraduate health management courses in Australia to assess the extent of inclusion in these areas. Three concepts and practices of relevance to the human dimension of health management, namely personal engagement at work, emotional intelligence and conflict resolution, were found to: (1) have concept validity; (2) be associated with personal and organisational performance; and (3) be capable of being imparted by training. The analysis indicated that none of the competencies and/or skills identified has been given emphasis in postgraduate health management courses in Australia. Competence in the management of human relationships in health services has been given low priority in university postgraduate training in health management in Australia. The current situation poses challenges to all stakeholders of health services

Senior Manager Perceptions of The Human Dimension of Health Services Management: Australia and Brazil

Practice and research show the importance of the human dimension of health service management and related skills/competences. However, a review of curriculum content of postgraduate courses in Australia showed a lack of content in this area. It was in this context, an enquiry was undertaken to assess the perceptions of senior health service managers in Australia in this field. To provide a contrast with Australian perceptions, senior health service managers in Brazil were also asked for their understandings. Findings from this enquiry in the two countries show similar but some variance in nuance, possibly due to differences in culture and corporate environment. The result of the enquiry points to the importance given by these senior managers to skills/competences in this area, and perceptions of shortfalls, in contrast with the lack of importance given to postgraduate training in this field