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Practices or managerial competencies that you think all health care administrators should develop

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Managerial Competencies al Affiliation) Technical Skills Human Relations/ Interpersonal Skills Conceptual Skills Best Practices/
Managerial Competencies
Performance Evaluation and Improvement
—Research
—Decision making
—Support
To conduct good research, one must be technically proficient in some aspects of research (Drejer, 2002). For example, analyzing and interpreting data using a computer calls for some degree of technical skill.
Good decision making calls for participation by all parties concerned, and therefore an administrator should be able to relate well with his/her colleagues when making decisions. This, however, may not be possible if an administrator has poor human/interpersonal skills.
Before carrying out research or making a decision, an administrator should be able to evaluate and understand the information available to him or her and then figure out how that information can be of use. This is where conceptual skills come in. They provide an administrator with the perfect launching pad for conducting good research or making the right decisions.
Carrying out research on a constant basis so as to stay ahead of the pack and keep abreast of the latest trends, updates, changes and developments.
Budgeting/
Reimbursement
The preparation of financial reports requires an able and competent administrator who is technically proficient in using computers to create and manipulate spreadsheets among other documents associated with budgeting
Budgeting/reimbursement may require one to interact with other people by asking questions in order to get the right information when in doubt of anything. This requires good interpersonal skills otherwise an administrator may not obtain accurate data/information
Understanding whatever one is computing or preparing also requires good conceptual skills (Antony, 1981). An administrator should know which figures are supposed to be entered where, what they represent and how to interpret them in order to explain an organization’s financial position
Regularly reviewing budgets and financial information in order to be aware of the company’s financial position (whether it is healthy or not) at all times.
Planning/
Strategic Planning
Planning for the future of an organization may require good technical skills since some tools and methods employed in planning are technically challenging.
Planning cannot be carried out alone; it is a team effort that is better executed when different opinions and ideas are heard (Lytras, 2008). As a result, working well with different people calls for good human/interpersonal skills
Planning/strategic planning requires an administrator to understand where the organization is, where it wants to go and how it wants to reach there.
Regularly reviewing the organization’s strategic plan so as to keep it in line with changing times
References
Anthony, W. P. (1981). Management: competencies and incompetencies. Reading, MA:
Addison-Wesley Publishing Company.
Drejer, A. (2002). Strategic management and core competencies theory and application.
Westport, Conn.: Quorum Books.
Lytras, M. D. (2008). Competencies management. Bingley: Emerald.

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