ETD Collection

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Subject: search.filters.subject.Hospitals--South Africa--Administration

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    The role of leadership in hospitality industry in the Moses Kotane local municipality
    (2017) Mohono, Sebonta Francinah Desbo
    The research focuses on the function of leadership in the hospitality industry in Moses Kotane Local Municipality, how over years they allowed the industry to be at its lowest point. Worldwide the hospitality industry sustains an ongoing need for managers at all levels, the need is even greater for managers who can cultivate the long –term mind-set, capabilities and skills of a greater leader. Not every manager has the skills to become a hospitality leader, but managers who can grow into that mantle are instrumental in driving long term business success. It is the author’s intention to further understand from the perspective of the industry leaders in Moses Kotane, labour, tourism consumers and community as to how they in their own words explain the tourism and hospitality experience informed by the leader’s best practices and how this impact in their environment explained in their own words.
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    Chief executive officers and public hospital management in South Africa
    (2016) Naidoo, Shan
    CEOs of public hospitals in South Africa are often held responsible when their institutions fail to deliver good quality care and are associated with poor health outcomes. Negative perceptions prevail and particularly in the National Department of Health it is held that the CEOs are generally not adequately qualified, inexperienced, incompetent and often inappropriately appointed. This study attempts to articulate the CEOs views (their side of the story) and in particular how they perceive the challenges that they face and what solutions they proffer in improving the running of their institutions. This research is viewed through the lens of the New Public Management paradigm (NPM), in terms of Public Sector Reform and in particular Health Sector Reform in South Africa. Thirty CEOs of public hospitals in South Africa responded to a survey of their opinions. The majority (86%) of them felt they were unable to manage their institutions effectively. A subsequent qualitative study of CEOs and experts in public management using in depth interviews and further focus group discussions with CEOs and senior hospital managers revealed that the major challenges that the CEOs faced were financial, human resources and operational management issues. Procurement and information challenges were linked to financial and human resources deficiencies, lack of accountability mechanisms and the presence of corruption. The Performance Management System currently in place did not work appropriately and was driven by perverse incentives. Political interference was also a pervasive problem. Their recommendations were that they needed clear and unambiguous delegations and the appropriate resources so that they can take full responsibility of their institutions. Clear accountability structures were paramount in achieving better health service management and care according to the advice of experts in public management as well as that of senior hospital managers. This requires the creation of enabling legislation and an appropriate accountability framework. The blanket application of NPM principles is also questioned. Selective application of the tools of NPM should be tested and consideration be given to the dimension of added public value in the South African public hospital context.
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    Management competencies of clinical managers at public hospitals in Gauteng, South Africa: implications for coaching
    (2017) Sithole, Mperekeng Bekani Naumi
    Introduction Public hospitals are complex environments in which healthcare leaders are required to lead effectively in order to provide quality service delivery. The issue is: are clinical managers working in Gauteng hospitals competent to lead? This study measures the competency of clinical managers in public hospitals and considers how coaching can be used to close the competency gap in Gauteng public hospitals. Coaching has been identified as one of the appropriate developmental tools to enhance the skills’ gap of top managers in organisations (West & Milan, 2001). In this study, coaching has been considered to be an appropriate learning and developmental tool to enhance skills for these managers. Methods A self-administered questionnaire was used to conduct the survey among clinical managers in the hospitals in Gauteng. Participants were asked to rate the required management competencies and their proficiency levels against nine management competency categories which include: leadership, communication, life-long learning, consumer responsiveness, political and health environment, conceptual skills, results management, resource management, compliance with standards and coaching in improving management competencies .Likert-scale data was used to measure the top managers’ perceptions of the important competencies required for effective service delivery and their level of proficiency with those competencies. Results Findings show that there is significant gap in management competency of clinical managers, which indicates the need for further development of managers. Most clinical managers’ have a perception that coaching has a role in enhancing their competency gap. Literature supports coaching as a leadership development tool for closing the competency gap of clinical managers. Conclusion There is significant gap in the public health sector managers’ competency level. There is a need for appropriate and further training and development to address the skills gap. There is need to strengthen management capacity to support the strategy of improved and sustainable healthcare service delivery. Coaching is the appropriate leadership developmental and supportive tool to enhance the skills needed by clinic managers.