Kompetence vodij v domovih za ostarele v Sloveniji

Marinčič, Dejan

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Title:	Kompetence vodij v domovih za ostarele v Sloveniji
Authors:	ID Marinčič, Dejan (Author) ID Vukovič, Goran (Mentor) More about this mentor... ID Marič, Miha (Comentor)
Files:	MAG_Marincic_Dejan_2017.pdf (2,59 MB) MD5: 71CE85DCFBC07135D5376FD703EBE1B8 PID: 20.500.12556/dkum/ffc24133-cd68-4328-be3b-7d4403dce429
Language:	Slovenian
Work type:	Master's thesis/paper
Organization:	FOV - Faculty of Organizational Sciences in Kranj
Abstract:	Različna delovna mesta zahtevajo različne človekove kompetence. Določene kompetence so nam dane že ob rojstvu, nekaterih kompetenc pa se je mogoče priučiti. Pomembno je, da se zavedamo, da določena delovna mesta potrebujejo človeka, ki ima dobro razvite določene kompetence. Raziskali smo, katere kompetence imajo direktorji domov za ostarele v Sloveniji in kako zaposleni ocenjujejo kompetence svojih direktorjev. Raziskavo smo izvedli v 16 domovih za ostarele v Sloveniji. Od tega je bilo 9 državnih domov za ostarele in 7 zasebnih domov za ostarele s koncesijo. V raziskavi je sodelovalo 9 direktorjev javnih domov za ostarele ter 73 zaposlenih v javnih domovih, 7 direktorjev zasebnih domov za ostarele in 57 zaposlenih v zasebnih domovih. Skupaj torej 146 anketirancev. Za raziskavo smo uporabili dva vprašalnika. Prvi vprašalnik je bil namenjen samooceni kompetenc direktorjev domov za ostarele, drugi vprašalnik pa je bil namenjen zaposlenim v domovih za ostarele, da ocenijo kompetence svojih direktorjev. V teoretičnem delu opisujemo kompetence, ki jih razvrščamo na ključne, temeljne ali generične, delovno specifične in managerske kompetence. Po Staretu (2007) smo opisali tudi kompetenčni model vodenja in opisali sedem ključnih kompetenc, ki smo jih tudi raziskovali. V teoretičnem delu predstavljamo domove za ostarele v Sloveniji. Osredotočili smo se na javne domove v Sloveniji in zasebne domove v Sloveniji s koncesijo. Predstavili smo, kako so pravno urejeni in kako se financirajo. Opisali pa smo tudi vse domove, ki so sodelovali v raziskavi. Oblikovali smo sedem sklopov kompetenc in jim izračunali povprečne vrednosti. Te sklope kompetenc smo opredelili kot delovna prožnost, ustvarjalnost, vodenje, organizacijsko vzdušje, organiziranje, mreženje in realizatorske sposobnosti. Izračunali pa smo tudi kompetenčni profil vodij v domovih za ostarele v Sloveniji. Rezultati so pokazali, da med kompetencami po sklopih vodij v javnih in zasebnih domovih ni statistično značilnih razlik, razen pri trditvi: težko me je spraviti s tira, lahko rečemo, da so razlike v povprečjih statistično značilne. Pri oceni kompetenc po sklopih vodij z vidika zaposlenih v javnih domovih za ostarele in samooceni kompetenc vodij v javnih domovih smo ugotovili, da so pri dveh trditvah: prizadevam si za verodostojne informacije, ki jih obravnavam; predvidim posledice, bodoče spremembe na javnih zavodov, razlike v povprečjih statistično značilne, pri preostalih trditvah pa ni statistično značilnih razlik med tema dvema sklopoma. Pri oceni kompetenc po sklopih vodij z vidika zaposlenih v javnih domovih za ostarele in samooceno kompetenc vodij v zasebnih domovih smo ugotovili, da je naslednjih šest trditev statistično značilnih: zahtevnejše postopke znam racionalizirati; ravnam diplomatsko; spodbujam interdisciplinarno delo; iz velike količine informacij znam izluščiti ključne elemente; znam identificirati ključne osebe, ki imajo vpliv na odločanje; imam razvejane strokovne vezi, iz katerih črpam informacije, pri drugih trditvah za ta vzorec pa ni statistično značilnih razlik. Med sklopom vzorcev samoocene vodij v zasebnih domovih in med samooceno vodij v javnih domovih za ostarele v Sloveniji pa lahko rečemo, da sta dve trditvi: zaznavam priložnosti, ki jih drugi še ne opažajo; znam razbrati signale okolja, ki naznanjajo bodoče spremembe, statistično značilni. Za prihodnje raziskave predlagamo, da bi se čez nekaj let ponovila raziskava z istim vprašalnikom, saj bi tako lahko primerjali vzorce med seboj in bi ugotovili, ali se kompetenčni model spreminja skozi leta. Smiselno pa bi bilo narediti tudi raziskavo primerljivih socialnih domov in rezultate primerjati med seboj.
Keywords:	Kompetence, Javni domovi za ostarele, Zasebni domovi za ostarele, Koncesija
Place of publishing:	Maribor
Year of publishing:	2017
PID:	20.500.12556/DKUM-67615
COBISS.SI-ID:	7956243
NUK URN:	URN:SI:UM:DK:QBJGSQ8X
Publication date in DKUM:	05.09.2017
Views:	1938
Downloads:	210
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Categories:	FOV
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Licences

License:	CC BY-NC-ND 4.0, Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International

Link:	http://creativecommons.org/licenses/by-nc-nd/4.0/
Description:	The most restrictive Creative Commons license. This only allows people to download and share the work for no commercial gain and for no other purposes.
Licensing start date:	24.08.2017

Secondary language

Language:	English
Title:	Leadership competencies in elderly house management in Slovenia
Abstract:	Different jobs require different competencies. We are born with certain competencies, while some can be acquired later in life. We must be aware of the fact that different jobs need different people who have various highly-developed competencies. Our goal was to research the competencies of directors of retirement homes and how their employees rate the competencies of their directors. We performed a survey in 16 retirement homes in Slovenia. A total of 9 public or state retirement homes and 7 private retirement homes with a concession took part in the survey, which involved 9 directors of public retirement homes, 73 employees of public retirement homes, 7 directors of private retirement homes and 57 employees of private retirement homes. The total number of respondents was 146. We used two different questionnaires. The first one was intended for self-assessment of competencies for directors and the second was intended for the employees who were required to rate the competencies of their directors. The theoretical part provides the following classification of competencies: key, fundamental or generic, work-specific and managerial competencies. We described the competence leadership model according to Stare (2007) and described seven key competencies, which we also explored in detail. The theoretical part presents retirement homes in Slovenia. We focused on public homes and private homes with a concession, especially the relevant legal framework and their financing. We also described the homes that participated in the survey. We created seven sets of competencies and calculated their average values. We defined the sets as working flexibility, creativity, leadership, organizational atmosphere, organization, networking and realization abilities. In addition, we calculated the competence profile of directors in Slovenian retirement homes. The results show that there are no statistically significant differences in the sets of competencies between the directors of public and private homes, except the following statement: It is difficult to get me off track. It is safe to say that the differences in average values are statistically significant. When addressing the results in sets for the directors from the perspective of the employees in public retirement homes and self-assessment of competencies of directors in public homes, statistically significant differences were observed with regard to two statements: I am striving for the credibility of information I am dealing with and I anticipate the consequences, future changes to public institutions. No statistically significant differences were found in other statements. When addressing the competencies of directors from the perspective of the employees in public homes and self-assessment of competencies of directors in private homes, we found that the following six statements are statistically significant: I can rationalize more demanding procedures; I am diplomatic; I encourage interdisciplinary work; From a large amount of information, I can identify key elements; I can identify key people who have an influence on decision-making; I have branched professional links from which I draw information. As for other statements, there were no statistically significant differences. Between the set of samples of self-assessed directors in private homes and self-assessment of directors in public homes, we can say that there are two statistically significant statements: I can recognize opportunities that others have not perceived yet; I can identify the environmental signals that call for future changes. For future research, we suggest repeating the survey with the same questionnaire in a few years because it would allow the comparison of samples in order to determine whether the competency model changes over time. It also would make sense to study comparable social homes and analyse the results.
Keywords:	Competencies, Public retirement homes, Private retirement homes, Concession

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