The article explains the relevance of the search of organizational and psychological resources of administrative competence of «linear» multi-hospital leaders — heads of departments. Using the psycho-diagnostic procedures it shows that the heads of departments are based mainly on two types of individual styles of decision-making («realizational» and «situational»), on two types of organizational power — the power of expertise and the power and charismatic. According to the results of the correlation analysis of selected types relationships with the established prevailing types of professional thinking and creativity the author makes a conclusion about the expediency of formation of two main directions of the developing work. The fi rst is the work with representatives of «realizational» type, the expert power, possessing mainly «symbolical» type of professional thinking. The work should include the development of problem-solving skills, creativity, ability to infl uence others, to adjust teamwork, the understanding of managerial work. The second direction should cover the heads focused on situational administrative actions style, a charismatic type of power, humanitarian mindset and creativity. Work assumes development of administrative work understanding, problem solving skills, ability to establish teamwork, distribute and delegate responsibilities among subordinates. The designated concept of the developing work with the staff «linear» managers is put in a basis of the program of special courses in system of additional education of department head of multifunctional medical institution.
versatile medical institution, personnel Management, individual style of management decision-making, charismatic authority, expert power, professional thinking, creativity.
К ПОСТАНОВКЕ ПРОБЛЕМЫ
В исследованиях, посвященных анализу проблем медицинского труда, в частности, управления персоналом лечебных учреждений, справедливо отмечается, что врач-руководитель — это представитель специфического профессионального сообщества [11, 14–16]. Успешность исполнения им руководящих функций обусловливает необходимость определенных составляющих в совокупности профессиональных компетенций. Раскрывая их, Б.А. Ясько, Б.В. Казарин отмечают следующее: эффективный врач-руководитель должен быть не только профессионалом высокого уровня, но и владеть знаниями, значительно выходящими за рамки профессиональных медицинских знаний. Ему должны быть присущи профессионально важные личностные качества, составляющие инварианты типологии личности врача-клинициста. Наконец, у него должны быть сформированы качества эффективного менеджера — управленческие компетенции [2].
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