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The purpose of this paper is to report on the validation of a management competency assessment tool for health services managers (HSM), which resulted from the development and validation of the framework, addressed by a previous paper.

The management competency assessment tool (MCAP Tool) was validated using assessment data from a sample of 117 senior and middle managers working in two public hospitals and five community services in Victoria, Australia. The assessments were conducted between January 2013 and September 2014.

Both validity and reliability of the MCAP Tool were demonstrated.

The MCAP Tool has the potential to assist in the measurement of the competencies of HSM. Further research is required to determine if the framework and tool are applicable to HSM in other settings.

This is the first published study outlining the validity and reliability of an assessment tool to measure the management competencies of Australian health service managers.

The importance of managerial competencies in monitoring and improving the performance of organisational leaders and managers is well accepted. Different processes have been used to identify and develop competency frameworks or models for healthcare managers around the world to meet different contextual needs. The purpose of the paper is to introduce a validated process in management competency identification and development applied in Australia – a process leading to a management competency framework with associated behavioural items that can be used to measure core management competencies of health service managers.

The management competency framework development study incorporated both qualitative and quantitative methods, implemented in four stages, including job description analysis, focus group discussions and online surveys.

The study confirmed that the four-stage process could identify management competencies and the framework developed is considered reliable and valid for developing a management competency assessment tool that can measure management competence amongst managers in health organisations. In addition, supervisors of health service managers could use the framework to distinguish perceived superior and average performers among managers in health organisations.

Developing the core competencies of health service managers is important for management performance improvement and talent management. The six core management competencies identified can be used to guide the design professional development activities for health service managers.

The validated management competency identification and development process can be applied in other countries and different industrial contexts to identify core management competency requirements.

The purpose of this study is to describe primary health-care managers’ perceptions of management competencies at different management levels in digital health services using the management competency assessment program as a framework.

A secondary analysis study involving 21 semi-structured individual interviews was conducted among Finnish primary health-care managers at different management levels (frontline, middle and senior). The deductive framework method was used to analyze the data.

Similarities and differences were found in management competencies between different levels of management. Competencies related to the use of digitalization were highlighted by managers at all management levels. Managers at all management levels were involved in developing digital solutions and supporting employees in using digital solutions in their work. Frontline and middle managers emphasized more issues related to day-to-day management and communication with employees, whereas senior managers highlighted the management of large entities.

In the secondary analysis, data were used for purposes other than originally intended. Therefore, the data are subject to limitations of the methodology applied and should be transferred to other contexts with caution.

Identifying the management competencies needed to manage digital health services is important to target managers’ training according to needs in the future.

The results could be used to develop the management of digital health services, as well as improve digital health services and their deployment.

Previous literature mostly examined managers’ informatics competencies and paid little attention to other management competencies. This study discusses more broadly the management competencies that digital health services require from managers at different levels of management.

Hospital organisations are currently experiencing significant challenges that have encouraged a move towards a value-based approach to health care. However, such a transition requires understanding the underlying competencies required to enable such a focus. This paper aims to undertake a systematic review of the available literature on managerial competencies in hospitals and considers these in a value-based health-care context.

A systematic literature review was conducted to identify research studies that describe the characteristics of management competence in hospital environments.

Categories and sub-categories of management competence in hospitals were identified and considered in a value-based health-care context.

The systematic literature review identifies a need for further research regarding managerial competencies of managers of hospitals. Competencies for managing in a value-based health-care model also require deeper investigation.

The categories of management competence provide guidance to organisations transitioning towards value-based health care in terms of identifying and developing management competencies. Hospitals should consider the development of a competency model that includes broader categories of competencies than purely clinical or professional competencies.

This study builds upon and advances previous reviews of management competence in hospitals, and the competency categories presented can be used as a basis to identify management competency requirements in hospitals.

Hospitals need highly trained and competent managers to be responsible for the strategic development, overall operation and service provision. The identification and confirmation of core management competency requirements is a fundamental first step towards developing the competent management workforce for sustainable hospital service provision. This paper reports on the finding of a recent study focusing on identifying managerial competencies required by middle and senior-level managers in the public hospitals in Iran.

The qualitative research design included position description analysis and focus group discussions with middle and senior-level public hospital managers in Iran. When analysing the identified knowledge, skills and attitudes, the validated MCAP framework was used to guide the grouping of them into associating management competencies.

The study identified 11 to 13 key tasks required by middle and senior-level managers and confirmed that the position descriptions used by current Iranian hospitals might not truly reflect the actual core responsibilities of the management positions. The study also confirmed seven core managerial competencies required to perform these tasks effectively. These core competencies included evidence-informed decision-making; operations, administration and resource management; knowledge of healthcare environment and the organisation; interpersonal, communication qualities and relationship management; leading people and organisation; enabling and managing change and professionalism.

Competencies were identified based on managers' perceptions. Views and experiences of other stakeholders were not captured.

The seven core management competency identified in the current study provides a clear direction of competency development among senior and middle-level managers working at the Iranian public hospitals. The study also confirms that position descriptions do not reflect the actual responsibilities of current hospital managers, which are in need to urgent review.

This is the first study that has identified the core managerial competencies required by middle and senior-level hospital managers in Iran.

This study aims to explore the relation between barriers and project sustainability by adding competencies in the mediating role.

The study uses a mediation model including project sustainability as the dependent variable, sustainability barriers as the independent variable and project managers' sustainability competencies as the mediator variable. Data were gathered from project managers, executive teams, and experts/advisors, working in Egyptian higher education enhancement projects (HEEPs) using self-administered questionnaires; the total number collected was 159, representing a response rate of 93.5 percent. Correlations and multiple regression analysis were employed to analyze the mediation impact of project manager's sustainability competencies.

The results indicate that sustainability competencies mediate the relation between barriers to sustainability and project sustainability. Sustainability competencies facilitate project achievements, and the sustainability and future expansion of these achievements. The analysis suggests that “continuous competencies” are extremely important, more so than “self-competencies”.

This study was undertaken at the level of the projects management unit in the Egyptian Ministry of Higher Education, which manages the HEEPs.

The analysis helps to understand the complex and nuanced nature of the projects; these are distinguished when the author considers the different practices.

This study offers two principal contributions: first, a guideline for the development, measurement, and application of an uncommon concept of project sustainability; second, a concept of project managers' sustainability competencies and barriers to sustainability.

This chapter describes a student team project that involves the creation and delivery of a fundraising event business plan for a nonprofit organization. The project challenges students to become active learners and apply managerial accounting concepts associated with cost behavior, planning, and control in a realistic environment that sensitizes them to the missions of nonprofit organizations. It requires students to research and use real-world operational and financial information in a setting to which they can relate, and develops their understanding of how various business disciplines are integrated. We have used the project in introductory managerial and intermediate cost accounting courses to target specific core competencies identified as critical to a successful accounting career by the American Institute of Certified Public Accountants (AICPA).

This article reviews the literature on the subject of “emotional intelligence” (EQ) and attempts to pin‐down and define this nebulous construct, using competency‐based and personality factor scales. In an exploratory study, the reliability and construct and predictive validity of three scales were investigated. An EQ scale based on 16 relevant competencies showed highly promising reliability and validity. The results also showed the relevance of two other competency‐based scales – intellectual intelligence (IQ) and managerial intelligence (MQ) – which both predicted organisational advancement. Taken together, however, the three scales had even higher validity. The overall results supported the view that EQ constructs can be measured more effectively by “performance analysis” than “classic paper and pencil tests”. In addition they provide support for the proposition that the combination of EQ and IQ is a more powerful predictor of “success” than either measure alone.

The purpose of the study was to find out the determinants of strategy implementation by the international reproductive health (RH) non-governmental organizations (NGOs) in Kenya for attainment of MDG 5 by 2015. The objectives of the study were to analyse the effects of the determinants of strategy implementation for attainment of the Millennium Development Goal (MDG) 5 by international RH NGOs operating in Kenya. This study was guided by three specific objectives: to analyse the effect of policy regulations on strategy implementation by international RH NGOs in attainment of MDG 5; to determine the effect of management competencies on strategy implementation by international RH NGOs in attainment of MDG 5 and to explore the effect of resource allocation on strategy implementation by international RH NGOs in attainment of MDG 5 by 2015 in Kenya.

A cross-sectional descriptive study design was carried out from January to March 2012 in Nairobi, Kenya. The study populations comprised of programme staff and RH technical advisors for the international RH NGOs operating in Kenya and headquartered in Nairobi. The sampling design was a census method since all the ten international RH NGOs based in Nairobi were selected. Qualitative and quantitative methods of data collection were used using both closed and open-ended questionnaires. The quantitative data were analysed using SPSS version 20 for both descriptive and inferential analysis. Qualitative data were analysed descriptively. Measures of location and variability were used for analysis and hypothesis tested using Fisher ' s Exact test and regression analysis.

The research findings showed that policy regulations, management competencies and the resource allocations determine successful implementation of the strategic plans. Inadequate resource allocations have a direct bearing on the implementation of the RH programmes which invariably affects the attainment of the MDG 5 by 2015. The study did not accept the null hypotheses and therefore showed that there is relationship between policy regulations, management competencies and resource allocations and the implementation of strategic management plans by international RH NGOs operating in Kenya.

Although numerous studies acknowledge that strategies frequently fail not because of inadequate strategy formulation, but because of insufficient implementation, strategy implementation has received less research attention than strategy formulation. This paper addresses this gap.

This case study aims to report on the effectiveness of a matrix mentoring pilot project in a healthcare setting and its ability to build managerial competencies and enhance levels of employee engagement.

The study used a mixed‐method design with pre and post pilot evaluation phases. Focus groups were held with both mentee and mentor groups. Mentees also completed questionnaires that assessed their levels of managerial competency and engagement.

Mentees who engaged in a matrix mentoring pilot reported increased levels of managerial and leadership competencies, and employee engagement. Additionally, mentees realized greater exposure to managerial roles and responsibilities and experienced personal development and growth as a result of individual project assignments.

The small sample size is the main limitation of this project. However, it was a pilot within a case study organization and one of the objectives was to learn from the experience.

Mentors and mentees reported positive feedback. Mentors were able to assess the capacity and interest of future potential leaders and mentees gained exposure to managerial competencies.

The originality of this research is found in the application of a matrix mentoring approach. Typically, mentoring programs match one mentor with one mentee. A team of mentors worked with each of the mentees and engaged in exposing the participants to a range of competencies. The literature suggests that managerial competencies in a complex setting, like healthcare, need to be diverse. This research presents one possibility for building such a range of abilities.