Search

Your search keyword '"Canet Martorell, Rosa"' showing total 4 results
Start Over Author "Canet Martorell, Rosa"
4 results on '"Canet Martorell, Rosa"'

1. Autonomía clínica y de gestión: Percepción de los coordinadores de los centros de salud de Mallorca

Author

Tamborero Cao, Gaspar, Gomez Nadal, Amalia, Garcia Pineda, Atanasio, Miguelez Chamorro, Angelica, Canet Martorell, Rosa, and Esteva Canto, Magdalena

Subjects
Autonomía profesional, Primary Health Care, Attitude of Health Personnel, Decision Making, humanos, health centers, Community Health Centers, gestión de personal, questionnaires, actitud del personal sanitario, Personnel Management, primary health care, Cross-Sectional Studies, Health Facility Administrators, Spain, Surveys and Questionnaires, Professional autonomy, Humans, atención primaria de salud, Professional Autonomy, cuestionarios, centros de salud, Decision Making, Organizational, estudios transversales, toma de decisión
Abstract

Fundamento: la autogestión se ha relacionado con un incremento de la eficiencia y de la satisfacción profesional. Ante cualquier cambio tendente a una gestión más autónoma es trascendente conocer el posicionamiento de sus profesionales y directivos. El objetivo del trabajo es conocer la importancia atribuida por los coordinadores de los centros de salud (CS) a la autonomía clínica y de gestión, así como su capacidad de decisión y sus expectativas sobre la factibilidad de implantar un proyecto de gestión autónoma. Métodos: Diseño: Descriptivo transversal, aplicación de cuestionario. Emplazamiento: Atención Primaria, año 2009. Participantes: Todos los coordinadores de los CS de Mallorca (47). Intervenciones y mediciones principales: 27 preguntas que exploran la opinión del coordinador sobre la importancia de los componentes de la autogestión, su capacidad de intervención actual, la propensión/aversión al riesgo, la capacidad de liderazgo, y la factibilidad de un proyecto de autogestión. Resultados: Tasa respuestas: 42/47 (89,4%). 42 (100%) atribuyeron la máxima importancia a la gestión de los recursos humanos, 41 (97,6%) a la gestión de la demanda y 40 (95,2%) a la gestión de las listas de espera. 15 (35,7%) asumirían un riesgo financiero, 14 (33,3%) se consideraban capacitados y 18 (42,9%) se mostraban dispuestos a liderar un proceso de autogestión. 14 (33,3%) pensaban que los profesionales de su equipo no estarían interesados en un proceso de autogestión y 29 (69%) creían que otros CS de Mallorca podrían desarrollarlo. Conclusiones: Los coordinadores encuestados manifestaron disponer de una limitada capacidad de decisión sobre los componentes de la autogestión, ser aversos al riesgo y presentar una escasa capacidad y disposición para liderar proyectos de autogestión. Background: The self-management has been linked with increased efficiency and job satisfaction. Before any changes aimed at a more autonomous management is important to know the position of professionals and managers. Objective: To assess the importance attached by the coordinators of the health centers (HC) to the clinical and managerial autonomy, knowing their decision making capacity and their expectations about the feasibility of implementing a project of self-management. Methods: Design: cross-sectional study, application questionnaire. Location: Primary Care, 2009. Participants: All the coordinators of the HC of Mallorca (N = 47). Interventions and Measurements: 27 questions that explore the coordinator's opinion about the importance of the components of the self-management, its ability to present intervention, the propensity / aversion to risk, leadership, and the feasibility of a self-management. Results: response rate: 42/47 (89,4%). 42 (100%) attaches the highest importance to the management of human resources, 41 (97,6%) to demand management and 40 (95,2%) to the management of waiting lists. 15 (35,7%) would take a financial risk, 14 (33,3%) were considered trained and 18 (42,9%) were willing to lead a process of self-management. 14 (33,3%) thought that the professionals in your team would not be interested in a process of self-management and 29 (69%) believed that others could develop HC of Mallorca. Conclusions: The respondents were coordinators have a limited ability to decide on the components of the self-management, being risk averse and make a little leadership ability and willingness to self-management projects.

Published
2012

2. Autonomía clínica y de gestión: Percepción de los coordinadores de los centros de salud de Mallorca

Author

Tamborero Cao, Gaspar, Gómez Nadal, Amalia, García Pineda, Atanasio, Miguélez Chamorro, Angélica, Canet Martorell, Rosa, Esteva Cantó, Magdalena, Tamborero Cao, Gaspar, Gómez Nadal, Amalia, García Pineda, Atanasio, Miguélez Chamorro, Angélica, Canet Martorell, Rosa, and Esteva Cantó, Magdalena

Abstract

Background: The self-management has been linked with increased efficiency and job satisfaction. Before any changes aimed at a more autonomous management is important to know the position of professionals and managers. Objective: To assess the importance attached by the coordinators of the health centers (HC) to the clinical and managerial autonomy, knowing their decision making capacity and their expectations about the feasibility of implementing a project of self-management. Methods: Design: cross-sectional study, application questionnaire. Location: Primary Care, 2009. Participants: All the coordinators of the HC of Mallorca (N = 47). Interventions and Measurements: 27 questions that explore the coordinator's opinion about the importance of the components of the self-management, its ability to present intervention, the propensity / aversion to risk, leadership, and the feasibility of a self-management. Results: response rate: 42/47 (89,4%). 42 (100%) attaches the highest importance to the management of human resources, 41 (97,6%) to demand management and 40 (95,2%) to the management of waiting lists. 15 (35,7%) would take a financial risk, 14 (33,3%) were considered trained and 18 (42,9%) were willing to lead a process of self-management. 14 (33,3%) thought that the professionals in your team would not be interested in a process of self-management and 29 (69%) believed that others could develop HC of Mallorca. Conclusions: The respondents were coordinators have a limited ability to decide on the components of the self-management, being risk averse and make a little leadership ability and willingness to self-management projects., Fundamento: la autogestión se ha relacionado con un incremento de la eficiencia y de la satisfacción profesional. Ante cualquier cambio tendente a una gestión más autónoma es trascendente conocer el posicionamiento de sus profesionales y directivos. El objetivo del trabajo es conocer la importancia atribuida por los coordinadores de los centros de salud (CS) a la autonomía clínica y de gestión, así como su capacidad de decisión y sus expectativas sobre la factibilidad de implantar un proyecto de gestión autónoma. Métodos: Diseño: Descriptivo transversal, aplicación de cuestionario. Emplazamiento: Atención Primaria, año 2009. Participantes: Todos los coordinadores de los CS de Mallorca (47). Intervenciones y mediciones principales: 27 preguntas que exploran la opinión del coordinador sobre la importancia de los componentes de la autogestión, su capacidad de intervención actual, la propensión/aversión al riesgo, la capacidad de liderazgo, y la factibilidad de un proyecto de autogestión. Resultados: Tasa respuestas: 42/47 (89,4%). 42 (100%) atribuyeron la máxima importancia a la gestión de los recursos humanos, 41 (97,6%) a la gestión de la demanda y 40 (95,2%) a la gestión de las listas de espera. 15 (35,7%) asumirían un riesgo financiero, 14 (33,3%) se consideraban capacitados y 18 (42,9%) se mostraban dispuestos a liderar un proceso de autogestión. 14 (33,3%) pensaban que los profesionales de su equipo no estarían interesados en un proceso de autogestión y 29 (69%) creían que otros CS de Mallorca podrían desarrollarlo. Conclusiones: Los coordinadores encuestados manifestaron disponer de una limitada capacidad de decisión sobre los componentes de la autogestión, ser aversos al riesgo y presentar una escasa capacidad y disposición para liderar proyectos de autogestión.

Published
2011

4. [Clinical and managerial autonomy. Perception of the coordinators of the health centers in Mallorca, Spain].

Author

Tamborero Cao G, Gómez Nadal A, García Pineda A, Miguélez Chamorro A, Canet Martorell R, and Esteva Cantó M

Subjects
Cross-Sectional Studies, Decision Making, Organizational, Humans, Spain, Surveys and Questionnaires, Attitude of Health Personnel, Community Health Centers organization & administration, Health Facility Administrators, Personnel Management, Primary Health Care organization & administration, Professional Autonomy
Abstract

Background: The self-management has been linked with increased efficiency and job satisfaction. Before any changes aimed at a more autonomous management is important to know the position of professionals and managers. objective: To assess the importance attached by the coordinators of the health centers (HC) to the clinical and managerial autonomy, knowing their decision making capacity and their expectations about the feasibility of implementing a project of self-management., Design: cross-sectional study, application questionnaire., Location: Primary Care, 2009., Participants: All the coordinators of the HC of Mallorca (N = 47)., Interventions and Measurements: 27 questions that explore the coordinator's opinion about the importance of the components of the self-management, its ability to present intervention, the propensity / aversion to risk, leadership, and the feasibility of a self-management., Results: response rate: 42/47 (89,4%). 42 (100%) attaches the highest importance to the management of human resources, 41 (97,6%) to demand management and 40 (95,2%) to the management of waiting lists. 15 (35,7%) would take a financial risk, 14 (33,3%) were considered trained and 18 (42,9%) were willing to lead a process of self-management. 14 (33,3%) thought that the professionals in your team would not be interested in a process of self-management and 29 (69%) believed that others could develop HC of Mallorca., Conclusions: The respondents were coordinators have a limited ability to decide on the components of the self-management, being risk averse and make a little leadership ability and willingness to self-management projects.

Published
2011
Full Text
View/download PDF

Catalog

Books, media, physical & digital resources
See catalog results