[Study of conflict management styles in Tehran university affiliated hospitals]

Introduction: Conflicts in hospitals, in addition to reducing Employee's productivity and satisfaction, and also increasing hospital's costs, has a negative effect on the treatment process. Therefore, acquiring necessary knowledge and skills for conflict management are essential for hospital managers. The present study aimed to investigate the conflict management strategies used by managers of hospitals affiliated with Tehran University of Medical Sciences [TUMS]

Methods: This is a descriptive - analytic study conducted as a cross-sectional one in 2015. The sample consisted of 563 managers of three levels of management including senior, middle, and executive managers in hospitals affiliated with TUMS. Using a high valid and reliable self-made questionnaire based on Thomas and Kilman's model, the data was collected. Data analysis was performed by SPSS software 19, and using descriptive [Mean, Standard Deviation, Frequency and Percentage] and inferential statistics [Regression, Spearman and ANOVA]

Results: The results show that collaborating style was the dominant style used by hospital managers. Compromising and accommodating styles were the next management strategies in order. There were significant statistical relationship between management style and management level [P=0.038], age [P=0.016], manager's work experience [P=0.019], management experience [P= 0.021] and conflict management training courses [P=0.001]

Conclusion: The nature of healthcare organizations requires that managers use collaborating, compromising and accommodating styles in order to interact with various stakeholders. Holding suitable training course in the field of conflict management has a significant role in reducing devastate effects of conflict in the hospitals

[ impact of quality management on job satisfaction of operating theatre department employees of Valiasr hospital in Tehran: a participatory action research]

Introduction: Employees' job satisfaction has a significant effect on providing high quality services to patients. The aim of this study was to examine the impact of quality management on job satisfaction of Operating Theatre Department employees of Valiasr Hospital in Tehran in 2014

Methods: This participatory action research was performed on employees of Operating Theatre Department of Valiasr Hospital in Tehran in the first six months of 2014. Employees' job satisfaction was measured using a reliable questionnaire and the causes of employees' dissatisfaction were determined. Then, the employees' working processes and job satisfaction were improved using a ten-step quality management model provided by Mesdagh Rad. Employees' job satisfaction was statistically compared before and after the quality management intervention using SPSS 18

Results: Employees' job satisfaction was 51.2 percent. High work pressure, compressed shift schedule, high job stress, lack of organizational justice, reward system, and inappropriate encouragement, and lack of attention to the employees' needs, especially on the night shift, were the main causes of employees' dissatisfaction. Employees' satisfaction after intervention was 59.2 percent. The results showed that quality management improved employees' satisfaction by 15.6 percent. Employees' job satisfaction before and after the intervention was significantly different [P=0.000]. Quality management principles such as management commitment, employees' empowerment, teamwork, trust and cooperation, effective communication, continuous training and learning, customer focus, and continuous quality improvement have positive effect on employees' job satisfaction

Conclusion: Implementing an appropriate quality management model enhances job satisfaction of hospitals employees

[ role of information management in the successful implementation of clinical governance]

Introduction: The ability of managers to use accurate, reliable, and up-to-date information is an important factor for organizational success. The aim of this study was to investigate the role of information management in the successful implementation of clinical governance in the hospitals of Khuzestan province, Iran

Methods: This descriptive-analytical study was conducted in 40 hospitals of Khuzestan province in 2014, using a valid and reliable researcher-made questionnaire included 35 questions about 7 dimensions of clinical governance. All clinical governance managers of the hospitals were asked to complete the questionnaire. Data were analyzed using descriptive statistics and inferential statistics [such as correlation coefficient and logistic regression] by SPSS 19

Results: The mean success rate of clinical governance in the hospitals of Khuzestan was 65.6 percent. The mean score of information management of clinical governance was 62.4 percent. There was statistically significant relationship between information management and successful implementation of clinical governance [P=0.01]. Appropriate use of health technology and information systems by the staff, staff training in data documentation, and using hospital information in decision-making process, planning, control, and evaluation had great effect on the successful implementation of clinical governance

Conclusion: Due to the important role of accurate, reliable, and up-to-date information and information management system in the successful implementation of clinical governance, hospital managers should provide necessary facilities for collection, analysis, and use of hospital information. Hospital staff should be trained in data documentation

Strategic collaborative quality management and employee job satisfaction

This study aimed to examine Strategic Collaborative Quality Management [SCQM] impact on employee job satisfaction. The study presents a case study over six years following the implementation of the SCQM programme in a public hospital. A validated questionnaire was used to measure employees' job satisfaction. The impact of the intervention was measured by comparing the pre-intervention and post-intervention measures in the hospital. The hospital reported a significant improvement in some dimensions of job satisfaction like management and supervision, organisational policies, task requirement, and working conditions. This paper provides detailed information on how a quality management model implementation affects employees. A well developed, well introduced and institutionalised quality management model can improve employees' job satisfaction. However, the success of quality management needs top management commitment and stability