Document Type : Original Article
Authors
1 MS, Department of healthcare management, Marvdasht Branch, Islamic Azad University, Marvdasht, Iran
2 Assistant Professor, Department of healthcare management, Marvdasht Branch, Islamic Azad University, Marvdasht, Iran
3 Psychatrist, Head of the prevention office, Shiraz University of Medical Sciences, Shiraz, Iran
Abstract
Background: Managers have a main role in the leadership and supervision of clinical and administrative human resource to improve efficiency and effectiveness in different departments of hospitals. Thus, managers are required to communicate effectively. The current study aimed to identify the main factors affecting the development of interdepartmental relations of the managers of medical centers at Shiraz University of Medical Sciences (SUMS).
Methods: This is a qualitative study conducted through content analysis in 2018. Eight managers with at least 5 years’ experience of management at SUMS were selected through purposive sampling to participate in the study. Data were collected by a semi-structured questionnaire. Finally, eight deep and semi-structured interviews were conducted, findings were saturated, and themes were extracted.
Results:The findings showed that the main factors affecting the development of interdepartmental relations are categorized in three themes: individual factors including leadership, moral features, personality features, communication skills; technical factors including modern technology; and organizational and structural factors including organizational culture.
Discussion and Conclusion: Establishing effective communication between different departments of hospitals are among managers’ duties. According to the study findings, it is important to consider individual characteristics of managers as well as technical and organizational factors as important elements affecting interdepartmental relations to achieve organizational goals.
Keywords
- Hope-Hailey V, Gratton L, Truss C. Paying the piper: choice and constraint in changing HR functional roles. Human Resource Management Journal 2002; 12(2): 39-63.
- Ulrich D, Beatty D. From partners to players: extending the HR playing field. Human Resourse Management 2001; 40(4): 293-307.
- Dowling PJ, Fisher C. The Australian HR professional. Asia Pacific Journal of Human Resourse Management 1997; 35(1): 1-20.
- Haghigh MA, Borhani B, Kord Rostami M. Organization Behavior management. Iran: Terme Press; 2001: 135. (Persian)
- Gardian T. People management: suggestions for the inexperienced field supervisor. Wildlife Society Bulletin 2006; 34(1): 247-9.
- Parsons T. The Social System. 2nd ed. England: Routledge & Kegan Paul Ltd; Taylor & Francis Group; 2005. P: 448.
- Dulewicz V. Personal competencies, personality and responsibilities of middle managers. Journal of Competency.1994; 1(3): 20-9.
- Brunetto Y, Farr Wharton R. Does the talk affect your decision to walk: a comparative pilot study examine the effect of communication practices on employee commitment post-managerialism? Management Decisions. 2004; 42(314): 579-600.
- Nazari R, Ghasemi H, Sohrabi Z. Relationship between communication skills, leadership styles, organizational culture and managerial effectiveness in sport organizations. J Sport Management Motion Behav 2015; 11(21): 93-102. (Persian)
- Saeedi S. Niayi far J. Amiri M, Moghadas S. Study of factors affecting communication between employees and managers, management and industrial engineering.2015; International Conference on Industrial Management and Engineering, Institute of Managers Idea Capital Vira. (Persian)
- Hargie O, Dickson D, Tourish D. Communication skills for effective management. Palgrave Macmillan, Basingstoke; 2004. P: 450
- Nejad Mohammadabadi A. Study the awareness, attitude and performance about conflict management at IUMS hospital managers. [Thesis of M.S]. In Hospital administration, college of management at IUMS; 1998. P; 8. (Persian)
- Yazdani C, Soleimanpour M. The Relationship between Communication Skills and the Quality of Teachers of University Students from the Viewpoints of Medical Students, Journal of North Medical Sciences, North of Khorasan 2018; 9(4): 82-89. )Persian(
- Masoudnia M. Posture of authority in Organizational Management System and its Legal Effects (with Adaptation in Provincial Administrations of Payame Noor University), Quarterly Journal of Public Organizations Management 2018; 6(2): 109-116. )Persian(
- Asghar Zadeh M. Kamali, Mehdi Zare Kahfari, Enayat. Relationship between Personality Characteristics of Managers and Their Job Performance in an Information Security Agency, Journal of Security Studies 2018; 17(62): 40-62; (Persian)
- Jazeyni A, Soltani A. The Effect of Managers Communication Skills with Employee's Job Satisfaction. Quarterly Journal of Supervision and Inspection 2014; 10(35): 13-42; (Persian)
- Keshtkaran A, Heydari A. Bastani,P. Communication skills of managers from the staff perspective In the headquarters of Shiraz University of Medical Sciences. Journal of Faculty of Paramedicine, Tehran University of Medical Sciences 2011; 5(4):41-48. (Persian)
- Norliza A. Zalizan M, Norzaini A, Saemah R. communication skills and work motivation amongst expert teachers. Procedia Social and Behavioral Sciences 2010; 7; 565–567.
- Ruppel CP, Harrington S J. The Relationship of Communication, Ethical Work Climate, and Trust to Commitment and Innovation. Journal of Business Ethics. 2000; 25: 313–328.
- 20. Alan R W, Blackburn R S. Managing Organizational Behavior. Irwin Inc; 1989.
)