DOI: 10.21045/2071-5021-2016-48-2-1
Mikhaylova Yu.V.¹, Siburina T.A.¹ Miroshnikiva Yu.V.^2
1Federal Research Institute for Health Organization and Informatics of Ministry of Health of the Russian Federation, Moscow
²Institution of Advanced Training under the Federal Biomedical Agency, Moscow

Contacts: Yulia Mikhaylova, This e-mail address is being protected from spam bots, you need JavaScript enabled to view it

Abstract. Development of the concept of job position of a health care facility head is the basis for defining professional standard of advanced training of head physicians within the framework of customized approach and modular learning system. Such system ensures development of the required or missing skills.

Application of the functional and skill building approach helps to define major activities that a facility manager routinely realizes , to specify characteristics of managerial decisions, to identify most problematic activities, long-term demand for knowledge and skills as well as to determine personal characteristics that are necessary for effective management within the modern framework.

The article presents a wide range of approaches to define managerial skills that are substantiated by such objective reasons as development of market relations, social attitude towards manager’s role, and state of management within this economic branch. Such reasons condition certain requirements for the position holder.

Excessive focus on psychological approach that is so typical of the American model is also widely practiced in Russia to develop and train managers. However, it is not always rational because such model was initially developed for different environment of the managed subjects. The study showed that work of head physicians of state-funded health care facilities is based on performing mainly operational administrative activities in the context of insufficient utilization of modern management concepts. While priority is given to staff management, such ordinary activities as personnel training during rounds, staff performance management, staff incentives and remuneration still prevail. Routine work of the majority of managers implies cooperation with regulatory bodies and authorities. Managers are preoccupied with organization of procurements, maintenance and construction. Issues of strategic development of the facility and implementation of innovations are hardly addressed (the priority is given to studying best practices). Skills in financial and economic management also remain insufficient. There is an actual demand for improving routine management methods related to all types of activity.

Keywords: concept of a job position; job responsibilities; managerial skills; activity priorities; problematic issues related to health care facility management; structure of managerial decisions.

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