ORCID Profile
0000-0002-8022-4017
Current Organisation
James Cook University
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Publisher: MDPI AG
Date: 20-09-2022
DOI: 10.20944/PREPRINTS202209.0300.V1
Abstract: Background: The COVID-19 pandemic has sped up digital health transformation across the health sectors to enable innovative health service delivery. Such transformation relies on competent managers with the capacity to lead and manage. However, the health system has not adopted a holistic approach in addressing the health management workforce development needs, with many hurdles to overcome. The objectives of this paper are to present the findings of a three-step approach in understanding the current hurdles in developing a health management workforce that can enable and maximise the benefits of digital health transformation, and to explore ways of overcoming such hurdles. Methods: A three-step, systematic approach was undertaken, including an Australian digital health policy documentary analysis, an Australian health service management postgraduate program analysis, and a scoping review of international literatures. Results: The main findings will guide the formulation of strategies in developing a digitally enabled health management workforce in the digital health era. Conclusions: With the ever-changing landscape of digital health, being able to lead and manage in times of system transformation requires a holistic approach to develop the necessary health management workforce capabilities and system-wide capacity. The evidence would support that this can be achieved with the required system, policy, educational and professional organizational enablers, which drive a digital health focused approach across all the healthcare sectors, in a coordinated and contextual manner.
Publisher: MDPI AG
Date: 22-09-2020
Abstract: Background: A competent medical leadership and management workforce is key to the effectiveness and efficiency of health service provision and to leading and managing the health system reform agenda in China. However, the traditional recruitment and promotion approach of relying on clinical performance and seniority provides limited incentive for competency development and improvement. Methods: A three-component survey including the use of a validated management competency assessment tool was conducted with Directors of Medical Services (n = 143) and Deputy Directors of Medical Services (n = 152) from three categories of hospital in Jinan, Shandong Province, China. Results: The survey identified the inadequacy of formal and informal management training received by hospital medical leaders before commencing their management positions and confirms that the low self-perceived competency level across two medical management level and three hospitals was beyond acceptable. The study also indicates that the informal and formal education provided to Chinese medical leaders have not been effective in developing the required management competencies. Conclusions: The study suggests two system level approaches (health and higher education systems) and one organization level approach to formulate overall medical leadership and management workforce development strategies to encourages continuous management competency development and self-improvement among clinical leaders in China.
Publisher: JMIR Publications Inc.
Date: 16-08-2023
DOI: 10.2196/51884
Publisher: JMIR Publications Inc.
Date: 21-08-2023
Abstract: omen are at high risk of experiencing trauma, guilt and stress when forced to separate from their companion animals when fleeing domestic violence. However, little evidence exists of the extent of how Australian services or policy offer support in these circumstances. PhD project is being undertaken to understand the impacts of forced separation and the effectiveness of current services to develop a policy framework that guides service improvement. his protocol paper describes the process of developing a conceptual framework that guides the design of the PhD project and discusses how current design can best achieve the research aims. y confirming the policy and domestic and animal welfare service gaps, the study will develop policy and support framework to improve outcomes for both women and their companion animals affected by domestic violence in Australia. he framework would provide guidance to the identification of service gaps, development of new services, and enhancing capacity and collaboration of existing services.
Publisher: Research Square Platform LLC
Date: 17-03-2020
Abstract: Background: To improve the effectiveness and efficiency of health service provision in China, the National Health Commission has emphasised that training of all health service managers is essential. However, the implementation of that policy has proven challenging for various reasons, one of which is the lack of understanding of the competency requirements and gaps. The aims of the study were to develop an understanding of the characteristics and training experience of hospital managers in one major Chinese city, explore the difficulties they experience and relate them to their perceived importance of management competencies and the perceived level of their management competency. Methods: A cross-sectional, descriptive study with a three-component survey including the use of a validated management competency assessment tool was conducted with three senior executive groups (n=498) from three categories of hospital in Jinan, Shandong Province, China. Results: The survey confirmed that formal and informal management training amongst participants before commencing their management positions was inadequate. The core competencies identified in the Australia context were applicable to the management roles in Chinese hospitals. In addition. the senior executives had low levels of confidence in their management competence. Furthermore, the data showed significant differences between hospital categories and management levels in terms of their commitment to formal and informal training and self-perceived management competence. Conclusions: The study suggests that management training and support should be provided using a systematic approach with specific consideration to hospital types and management levels and positions. Such an approach should include clear competency requirements to guide management position recruitment and performance management.
Publisher: JMIR Publications Inc.
Date: 16-08-2023
Abstract: lobally, the healthcare system is experiencing a period of rapid and radical change. In response, innovative service models have been adopted for the delivery of high-quality care, which requires a health workforce with the required skills to support such transformation and new ways of working. he aim of this research protocol is to describe the research that will contribute to the development of capability for health service managers in managing in the digital health era, and enabling digital transformation within the Australian healthcare environment, by seeking answers to the study’s three research questions. he study has adopted a qualitative approach, guided by the empirically validated management competency identification process, employing four steps: (1) health management and digital health competency mapping (2) scoping review of literatures and policy analysis (3) focus group discussions with health service managers and (4) semi-structured interviews with digital health leaders. wo initial steps have been completed to confirm the significance of the study and study design. Step one, competency mapping, found that nearly half of the digital competencies were only partially or not addressed at all, by the health management competency framework. Step two, scoping review, articulated the competencies health service managers need to effectively work with, manage, and demonstrate digital health competence in the workplace. his study will provide insights into the health service management workforce performance and development needs for digital health, and inform credentialing and professional development requirements. This will guide health service managers in leading and managing the adoption and implementation of digital health, as a contemporary tool for healthcare delivery.
Publisher: Research Square Platform LLC
Date: 23-03-2020
Abstract: Background: To improve the effectiveness and efficiency of health service provision in China, the National Health Commission has emphasised that training of all health service managers is essential. However, the implementation of that policy has proven challenging for various reasons, one of which is the lack of understanding of the competency requirements and gaps. The aims of the study were to develop an understanding of the characteristics and training experience of hospital managers in one major Chinese city, explore the difficulties they experience and relate them to their perceived importance of management competencies and the perceived level of their management competency. Methods: A cross-sectional, descriptive study with a three-component survey including the use of a validated management competency assessment tool was conducted with three senior executive groups (n=498) from three categories of hospital in Jinan, Shandong Province, China. Results: The survey confirmed that formal and informal management training amongst participants before commencing their management positions was inadequate. The core competencies identified in the Australia context were applicable to the management roles in Chinese hospitals. In addition. the senior executives had low levels of confidence in their management competence. Furthermore, the data showed significant differences between hospital categories and management levels in terms of their commitment to formal and informal training and self-perceived management competence. Conclusions: The study suggests that management training and support should be provided using a systematic approach with specific consideration to hospital types and management levels and positions. Such an approach should include clear competency requirements to guide management position recruitment and performance management.
Publisher: Research Square Platform LLC
Date: 17-12-2019
Abstract: Background: To improve the effectiveness and efficiency of health service provision in China, the National Health Commission has emphasised that training of all health service managers is essential. However, the implementation of that policy has proven challenging for various reasons, one of which is the lack of understanding of the competency requirements and gaps.Methods: A three-component survey including the use of a validated management competency assessment tool was conducted with three senior executive groups (n=498) from three categories of hospital in Jinan, Shandong Province, China.Results: The survey confirmed that formal and informal management training amongst participants before commencing their management positions was inadequate, the applicability of core competencies identified in the Australia context to the management roles in Chinese hospitals, and the low confidence of the senior executives in their management competence. In addition, the data showed significant differences between hospital categories and management levels in terms of their commitment to formal and informal training and self-perceived management competence.Conclusions: The study suggests that management training and support should be provided using a systematic approach with specific consideration to hospital types and management levels and positions. Such an approach should include clear competency requirements to guide management position recruitment and performance management.
No related grants have been discovered for Zhanming Liang.