Evaluation of the expression of organizational management competences in a health care institution

The objective of the research. To evaluate the expression of organizational management competences in a health care institution. The tasks of the research. 1. To evaluate the opinion of the managers of the health care institution at all levels about the necessary organizational management competences in the organization. 2. To determine the applicability of organizational management competences in the management of a health care institution. 3. To compare the opinion of top and lower level managers about organizational management competences and their applicability. 4. To reveal the need to improve organizational management competences. Methodology of the research. Instant quantitative research - survey. 61 top and lower level managers were interviewed. The questionnaire formulated questions covering all areas of organizational management competences: performance management competence, communication management competence, adaptation and transformation management competence, multiculturalism management competence, development management competence and information and knowledge management competence. The aim of the research is to reveal the need for and applicability of the abilities of these competences in making management decisions and about the need to improve these competences. Results. The analysis of the survey data revealed that managers recognize the need for organizational management competencies and are determined to base their activities on a portfolio of organizational management competences. The applicability of organizational management competences is, in the opinion of the respondents, less relevant than the need. Examining the distribution of managers 'and administrators' opinions in the cluster of necessity opinions, it was found that both managers and administrators identify organizational management competences as necessary. Diversification statistically significant of opinions among managers and administrators was observed when assessing the applicability of competences. Managers find organizational management competences far more adaptable than administrators. On the issue of competence development, as on the issue of the need for competences, the opinions of the respondents do not differ in the samples of managers and administrators. The analysis of the respondents' opinions on the need to improve organizational management competences showed that managers recognize the need to improve organizational management competences. Conclusions. The opinion of top and lower level managers on the need for organizational management competences showed that managers recognized organizational management competences as necessary and are determined to base their activities on a portfolio of organizational management competences. In the case of applicability, the basic distribution of the respondents according to the opinion is the same as in the case of necessity, but not all managers, having assessed the required competences, consider them applicable. The views of top and lower-level executives on the need for and improvement of organizational management competences overlap and they unanimously recognize that they are necessary and need to be improved. Managers find organizational management competences far more adaptable than administrators. Set opinions distribution showed that the classical management theory applicable provisions of the distribution and division of labor principles are specific scores for the organization, what is the basis of extrapolation methodological principle allowed to say that at least some of the classic features of having an organization is likely that other current investigation inside will echo the classic organization typology. The results of typological modeling of organizational management competences confirmed the compliance of the institution's management provisions with the classical management theory and revealed differences of opinion, showing the institution's functionality and openness to change and managers' willingness to improve organizational competences. The determination of the institution's representatives to improve organizational management competences testifies to the growth of the institution's management competences, which gives the right to hypothetically state about the perspective development of the institution's management