An Analytical Model of Table Tennis Campus Sports Competition Trends in the Context of Sports Education Integration / Un modelo analítico de las tendencias de las competiciones deportivas en el campus de tenis de mesa en el contexto de la integración de la educación deportiva

Volunteers in sports, full-time workers in sports, trainers, coaches, and administrative support people all have varying levels of devotion to their employment and organizations. Athletes are encouraged to participate in sports by their coaches, parents, and trainers. This helps athletes maintain physical fitness and promote a healthy lifestyle in order to encourage better international and local collaboration. A sports company is made up of championships, players, a management board, local cooperation, leagues, sports clubs, and men's and women's teams that supervise and conduct the organization's activities. Protecting the rights of sport's athletes is the responsibility of sports organizations, whether temporary or permanent. The purposive sample approach and snowball sampling were used in the research design to acquire data. Purposive sampling has helped researchers to find responders who are familiar with the field of expertise, based on the appropriate degree of knowledge necessary. A questionnaire was used to obtain the information. A total of fifty people took part in this study. Out of the 50 people who responded, 35 were men and 15 were women. SEM PLS 3.3.7v was used to evaluate the collected data. The findings revealed a substantial positive relationship between the factors.(AU)

A Mixed Methods Assessment of the Management Role of Physicians.

Introduction: Physicians are increasingly confronted with new requirements in their daily job, which go beyond the mere treatment of patients. The aim of this Mixed-Method-Study is to better understand management as it relates to physicians' daily work, to clarify the physicians' perception of their management role and to examine physician's self-assessed competence in these functions. Methods: We used three different instruments: Semi-structured interviews, a self-assessment survey and direct observations to evaluate managerial activities performed by residents. Both latter were based on instruments established for management research. Results: Interviewed residents were familiar with the term "Management" but had difficulties in defining it. Concerning managerial functions in context of their daily work, we identified three main categories: Self-management, Patient-management and Management of the ward. In this context, physicians named numerous examples of management tasks and for which they felt ill prepared. Eighty-eight residents participated in the self-assessment survey and rated the majority of the management tasks as necessary for the residents' work. Although physicians estimated the proportion of managerial work to comprise only 40.6%, a much higher number of mere management tasks could be identified through direct observations (n = 12). Activities related to management were more often observed than genuine physician tasks. Discussion: This study illustrates the prominent role of management activities in context of the residents' work, while at the same time showing that residents do not feel sufficiently educated, prepared nor competent in management tasks.

Scoping the required business management skills for community pharmacy: Perspectives of pharmacy stakeholders and pharmacy students.

BACKGROUND: The literature is dearth in identification and categorization of business management skills required by community pharmacists. While community pharmacy stakeholders (predominantly community pharmacy owners, managers, and pharmacists) and pharmacy students are valuable sources for identifying business management skills, no review is currently available that synthesizes their knowledge. By identifying currently known business skills and organizing these into a managerial skills framework, this review provides a foundation skillset for community pharmacist business management. METHODS: Six electronic databases were searched for published articles, with titles and abstracts screened according to inclusion criteria. Full articles meeting the specified criteria were assessed and skills identified were mapped to the human, conceptual, and technical skills of a business management framework. RESULTS: Pharmacy stakeholders and students identified 36 business management skills/aptitudes required for community pharmacists. Pharmacy stakeholders most frequently identified the skills of communication, professionalism, general business management, leadership, and teamwork. Although the pharmacy students concurred with many of these skills, they more frequently identified confidence, entrepreneurship, and having prior experience or opportunity in a management role. A substantial number of identified skills/aptitudes were categorized under the human domain of the business management framework. IMPLICATIONS: Community pharmacists require training in effective business management, with particular emphasis on human domain skills. The tertiary education system should consider implementing the skills/aptitudes revealed in this review into the pharmacy curriculum. Recruiting business minded personalities into the profession, particularly targeting students with an attraction to business management, is one strategy to improve management skills within the field.

Relationship between managerial skills and experience to enhance the performance of football players

The primary aim of the research study is to measure the relationship between managerial skills and experience with the enhanced performance of football players. This research study is based on quantitative research, and this research study is also based on primary data analysis. Collecting the data used specific questions related to managerial skills and experience. The managerial skills included interpersonal, decision-making, technical, and conceptual skills, all considered independent variables. On the other hand, football players' performance is the primary dependent variable; this research study focuses on their relationship. To measure the research study, smart PLS software runs different results, including descriptive statistics, the correlation coefficient, the co-linearity statistical analysis, and the model fitness analysis between independent and dependent variables. The overall result found a positive and significant relationship between managerial skills and experience which enhances the overall performance of football players.(AU)

Managing healthcare services: Are professionals ready to play the role of manager?

Health professionals are now required to develop skills that help them to achieve better organizational performance, in addition to the skills necessary to carry out their professional activities. The role of clinician-manager has thus grown rapidly in all the main industrialized countries. The purpose of this study is to investigate how healthcare professionals perceive their level of preparation in managerial skills. Analysing literature on managerial skills in the health sector, ten domains of skills emerged and were used to construct a questionnaire. A survey analysis was conducted among professionals from health organizations in two Italian regions. Independent t-tests were conducted and a one-way analysis of variance was performed in order to compare the self-assessment competency levels in selected subgroups of participants. Findings show that healthcare professionals feel sufficiently prepared in all managerial areas identified. However, they also suggest that health organizations should invest more in all managerial areas. Differences between self-perception of competence and need for training occur among managers and non-managers. The findings will be useful for top management and policy makers designing operational tools for intervention in human resource development, with the aim of providing appropriate training and skills for clinician-managers.

Nexus between Organizational Behavior and Managerial Skill of Sports Clubs in Olympic Games / Nexo entre Comportamiento Organizacional y Habilidad Gerencial de Clubes Deportivos en Juegos Olímpicos

Volunteers in sports, full-time employees, trainers, coaches, and administrative support personnel all have varying degrees of commitment to their careers and organizations. Athletes are encouraged to participate actively in sports by coaches, parents, and trainers. This benefits players by promoting physical fitness and a healthy lifestyle to increase international and local collaboration. A sports organization comprises a championship, players, managing board, local cooperation, leagues, sports clubs, and men's and women's teams that oversee and conduct the organization's activities. Whether temporary or permanent, sports organizations are tasked with the responsibility of safeguarding the rights of their members. The research design was chosen to collect data using a combination of purposive sampling and snowball sampling. Purposive sampling enabled researchers to select respondents familiar with the requisite degree of knowledge. A questionnaire was used to obtain the data. Fifty respondents took part in this study. Out of 50 responders, 35 were male, and 15 were female. SEM PLS 3.3.7v was used to evaluate the collected data. The findings demonstrated a high positive correlation between the factors.(AU)

Effectiveness of training and educational programs for hospital managers: A systematic review.

BACKGROUND: Developing and strengthening the competencies and skills of health care managers is a key objective in many health systems. Selecting adequate training methods, content, and using appropriate criteria for assessing their impact is fundamental for improving their usefulness and effectiveness. Filling an important gap in knowledge, this review assesses the evidence on the effectiveness of different types of training and educational programmes delivered to hospital managers. METHODS: In this narrative systematic review, the following electronic databases were searched for literature published between January 1st, 1990 and January 31st, 2019. The Joanna Briggs Institute (JBI) checklist was used to evaluate the quality of the included studies. RESULTS: In total, 9 articles were included. Results showed that the main topics covered by training programs for hospital managers were: planning, organization and coordination, control and supervision of hospital staff, teamwork, communication, motivation and leadership, monitoring and evaluation, and quality improvement skills. Training in these skills was found to improve managers' strategic and operational planning abilities, change management and behavioural management methods, and leadership. CONCLUSIONS: The examined training programs had a relatively positive effect on the managerial skills, knowledge and competencies of hospital managers. In general, these capacity-building programs focused on developing three types of skills: technical, interpersonal and conceptual. Training programs focused on developing technical skills among managers were more effective than those focused on developing other types of skills. Increased investment and large-scale planning are needed to develop better the knowledge and competencies of hospital managers.

Management education within pharmacy curricula: A need for innovation.

OBJECTIVE: To encourage the academy to pursue innovative management education strategies within pharmacy curricula and highlight these experiences in a scholarly dialogue. SUMMARY: Management has often been a dreaded, dry, and often neglected aspect of pharmacy curricula. With the release of Center for Advancement of Pharmacy Education (CAPE) Educational Outcomes 2013 as well as Entry-Level Competencies Needed for Community Pharmacy Practice by National Association of Chain Drug Stores (NACDS) Foundation, National Community Pharmacists Association (NCPA), and Accreditation Council for Pharmacy Education (ACPE) in 2012, managerial skills have seen a new emphasis in pharmacy education. Further, management has greater emphasis within ACPE "Standards 2016" through adoption of CAPE Educational Outcomes 2013 into the standards. Previous literature has shown success of innovative learning strategies in management education such as active learning, use of popular television shows, and emotional intelligence. The academy must build a more extensive scholarly body of work highlighting successful educational strategies to engage pharmacy students in an often-dreaded subject through applying the Scholarship of Teaching and Learning.

Essential managerial skills for financial and budgetary management in medical universities: The top managers' perspective.

Background: Achieving organizational objectives depends on the effectiveness of administrators. However, managerial efficacy largely depends on the knowledge and skills of managers. This study aimed at assessing the skills of financial and budget management of the Ministry of Health from the perspective of resource development assistants of universities of medical sciences nationwide. Methods: This cross- sectional study was conducted in 2012. Study participants were resource development assistants of universities of medical sciences in Iran. We adopted simple random sampling method in locating participants. Data were collected using pretested questionnaires and analyzed using descriptive statistics and Mann-Whitney test (as a non-parametric test) and Friedman test. Results: The highest mean recorded under financial management skills was technical skills (3.58±0.50), followed by human skills (3.50±.048), and perceptual skills (3.32±0.52). With regards to financial and budget management and performance monitoring, the means of technical skills, as prioritized by directors, was 3.72±0.71, followed by human skills (3.72±0.70), and perceptual skills (3.66±0.75). A significant association was found between perceptual skills of financial managers and budgeting and performance monitoring managers (p= 0.014). Conclusion: Operational level managers, such as financial and budgetary managers, need to acquire more technical skills. Therefore, we support activities that promote technical skills and awareness of managers within organizations, such as organizational training courses and distribution of educational materials like brochures.

Doctors as managers of healthcare resources in Nigeria: Evolving roles and current challenges.

Over the years, medical practice in Nigeria has evolved in scope and practice, in terms of changing disease patterns, patients' needs, and social expectations. In addition, there is a growing sentiment especially among the general public and some health workers that most doctors are bad managers. Besides drawing examples from some doctors in top management positions that have performed less creditably, critics also harp on the fact that more needs to be done to improve the training of doctors in health management. This article describes the role of doctors in this changing scene of practice and highlights the core areas where doctors' managerial competencies are required to improve the quality of healthcare delivery. Areas such as health care financing, essential drugs and supplies management, and human resource management are emphasized. Resources to be managed and various skills needed to function effectively at the different levels of management are also discussed. To ensure that doctors are well-skilled in managerial competencies, the article concludes by suggesting a curriculum review at undergraduate and postgraduate levels of medical training to include newer but relevant courses on health management in addition to the existing ones, whereas also advocating that doctors be incentivized to go for professional training in health management and not only in the core clinical specialties.

Importance and performance of managerial skills in the Australian aged care sector - a middle managers' perspective.

AIM: This study examined the importance and performance of middle managers' skills to provide a starting point for a sector-wide leadership and management framework. BACKGROUND: There is an increasing consensus that the quality of management, leadership and performance of any organisation is directly linked to the capabilities of its middle managers and the preparation and on-going training they receive. METHOD: A total of 199 middle managers from three aged care organisations in Australia participated in a questionnaire conducted during 2010-2011. RESULT: This study found that middle managers perceived the need to develop their communication skills, self-awareness, change management, conflict resolution and leadership skills. CONCLUSION: Middle managers perceive a discrepancy between performance and importance of various managerial skills. This study demonstrated that provision of training needs to go beyond clinical skills development and further investigation into managers' needs is necessary, particularly considering the diversity of this critical group in organisations. IMPLICATIONS FOR NURSING MANAGEMENT: Future training opportunities provided to middle managers need to address the 'softer' skills (e.g. communication) rather than 'technical' skills (e.g. clinical skills). The provision of training in these skills may improve their performance, which may also lead to increased job satisfaction, continuity in leadership and management and ultimately improvements in the quality of care provided.