Relationship Between Specialties of Managers and Crisis Management Function in Hospitals in Tehran

Adel Tabrizi Tochaee; Ali Asadollahi-Amin; Amir Ashkan NasiriPour; Abbas Boosiraz; SeyedAhmad SeyedAlinaghi

doi:10.18502/jimc.v5i2.10462

Adel Tabrizi Tochaee Faculty of Health Services Management, Islamic Azad University, Research Branch, Tehran, Iran
Ali Asadollahi-Amin Iranian Research Center for HIV/AIDS, Iranian Institute for Reduction of High-Risk Behaviors, Tehran University of Medical Sciences, Tehran, Iran
Amir Ashkan NasiriPour Department of Health Services Management, Science and Research Branch, Islamic Azad University, Tehran, Iran
Abbas Boosiraz Iranian Research Center for HIV/AIDS, Iranian Institute for Reduction of High-Risk Behaviors, Tehran University of Medical Sciences, Tehran, Iran
SeyedAhmad SeyedAlinaghi Iranian Research Center for HIV/AIDS, Iranian Institute for Reduction of High-Risk Behaviors, Tehran University of Medical Sciences, Tehran, Iran

DOI: https://doi.org/10.18502/jimc.v5i2.10462

Keywords: Crisis management function, Managers’ education, Managers’ specialty, Managerial experience

Abstract

Background: Nowadays, doing any activity at any level without having specialized knowledge in that special field is impossible. The practice and implementation of crisis management including reduction, preparedness, response, and reconstruction requires the knowledge compatible with any measure which puts into practice all the existing and accessible information in its best way. Based on these facts, the present research investigates the relationship between specialties of managers and crisis management function in hospitals in Tehran.

Methods: The present study was conducted through survey method of research with a descriptive-analytical and correlational design. The statistical population included personnel working in hospitals in Tehran. For sampling procedure, randomized sampling was used. Based on Cochran formula, the size of samples was determined which included 80 hospital personnel encompassing 20 crisis management specialists.

Results: Considering the results obtained, there was a significant relationship between managers’ expertise and crisis management performance (p<0.005, R = 0.24). According to the regression analysis, 6% of the changes in crisis management performance were associated with the managers’ expertise.

Conclusion: Given the relationship between the managers’ expertise and the performance of crisis management in Tehran Hospitals, it seems that with more focus on the expertise of hospital managers and the importance of training and skills of managers in appointing them to managerial positions, crisis management in hospitals has been more successful.