Head of the ambulance department. Job description of the head of the emergency department. A month of training - how it was
The first group of students passed the new corporate program. Summed up, received feedback, which will help make the training course even better. By the end of the year, about 150 middle managers will be trained at the Moscow State University of Management. These are the heads of substations, senior paramedics and the personnel reserve of the A.S. Puchkov Ambulance Station.
A month of training - how it was
Inspired and inspired. After a month of intensive training, they are not tired at all, but, on the contrary, with burning eyes, an excellent mood and a thirst for knowledge. 18 first listeners at the last lesson shared their impressions.
“I am grateful to all the trainers that taught us to think and reason differently,” says the head of the station's operations department. Alexander Bayutin... “We felt like a team of like-minded people who should see common goals and achieve them together.”
“Thank you for moving forward,” said the deputy chief physician of the regional association. Vladimir Filimonov... - I realized that I need to tune in to the performance of tasks by controlling myself and my emotions. I took the time to work on the strategy through clear planning of my activities. "
The training course was very rich and consisted of 8 thematic blocks. The material was given in the format of seminars, master classes, trainings. Among them are "Employee Management", "Personal Efficiency of the Manager", "Client Orientation in a Medical Organization", "Legal Conflictology", "Confident Behavior in Conflict Situations", "Effective Meeting", "Intangible Motivation", "Influence and Effective Interaction in the Workplace space ".
The substation managers said that they learned useful things, which topics should be added and strengthened in the program, as well as what knowledge they are already applying in their management practice.
Andrey Trofimov, Chief Paramedic of the Ambulance Station A. Puchkova: “I liked the master class by Stanislav Yunis“ Confident Behavior in Conflict Situations ”very much. He showed an interesting way to get out of a negative situation. It is necessary to "cool down" a person with a logical question, take him away from emotions into logic and switch to a different attitude. I have already used this technique in my work, in a conversation with my employee. Happened".
Maxim Litvin, manager of substation 13: “It was very useful to learn about planning with the Esenhower matrix. This is one of the time management methods for prioritizing the tasks of the day. Now I am making time for this. It's easier to plan now, I have time to do more. "
Alexander Shevchuk, head of substation No. 15: “I especially remember the topics of team building, employee motivation and customer focus. I think that it is necessary to use testing when applying for a job to determine the professional qualities necessary in the work of an ambulance. There are different situations on calls. And to be able to communicate correctly and competently get out of the conflict is a very important skill. "
Peter Davydov, manager of substation No. 17: “I already practice active listening. It helps in communicating with employees. I defined strategic tasks for myself, started working for the future. I would like to know more about the legal protection of our employees. We do not know this topic, situations in our work are different, in communication with patients as well ”.
Vladimir Vlasov, head of substation No. 7: “It was useful for me to learn about personality psychotypes. There are four of them: analyst, organizer, psychologist, and creative. If you learn to define them, then it is easier to speak with a person in the same language and understand what motivators should be used in working with him. I liked the topics “Confident behavior in conflict situations” and “Non-material motivation”. In communicating with an employee who wanted to quit, the knowledge gained helped. As a result, she did not leave and stayed to work with a positive attitude. It was helpful to learn how to deal with complaints. Recently in my practice there was a complaint from a resident. We talked, discussed issues, settled all the problems. "
Maxim Grankov, head of substation No. 51: “I would suggest separating the topics“ Delegation ”and“ Non-verbal communications ”into a separate block. This is very important and useful information. I would like to know more about it. To reveal the legal aspects in order to tell employees and apply in their practice. "
Dmitry Tarasov, substation manager # 6: “Use more videos and films. For example, at the customer focus training we were shown a very “catchy” film. It told stories of patients, about how important it is humanly to enter into their situation and help. I even showed this film to my staff. The effect was strong. Such educational materials help to understand what we are working for. "
Artem Dyakov, manager of substation number 36: “In my work I already use the tools given to us. For example, there was a complaint from a woman. She came with a negative attitude. I listened, showed understanding. He said that we are interested in improving the quality of medical care, your opinion and feedback are important to us. She calmed down. It really works. In my head there was a mindset to solve a problem, not a conflict. I was able to reorient myself, concentrate on solving the problem, and not on negative emotions and self-defense. "
About the program and cooperation with the A.S. Puchkov Ambulance Station
Head of Personnel Development Projects Department, Moscow State University of Management, Moscow Government Elena Evtikhevich tells what is the uniqueness of the educational program, developed specifically for the needs of the customer.
- The training course consists of three modules: "Employee Management and Personal Efficiency of the Manager", "Business Communications", "Customer Focus". Why did you focus on these topics?
- Before starting to develop the program, we studied the needs and wishes of future students. We went to substations: attended meetings, interviewed managers, studied their working hours. We have identified the main problems, and hence the areas for their further development. For example, they need to understand the importance of systemic team management, learn constructive behavior in conflict situations, conduct effective meetings, master techniques for dealing with stress, get practical templates and algorithms for working with a client, removing complaints and grievances.
- What do you remember about the first group of listeners?
- The listeners are very motivated. They are open and understand that they need to change, understand mistakes and move forward. The participants had a strong team spirit. This speaks of a professional brotherhood, which is, first of all, very connected with their mission - the salvation of people. They clearly see the result of their work. They know about the performance indicators (KPI) adopted in the medical organization (for example, the speed of arrival at the place, the time spent on the road, the correct paperwork). In addition, they are excellent at analyzing, they immediately want to implement the obtained management tools in practice and understand whether it works or not.
- What did you manage to convey to the audience in the first place?
- Awareness of the role of a leader as a person who manages, organizes the work process correctly, and motivates employees. He doesn't try to do everything with his own hands. A leader is authority and influence. Its task is to focus on the best result. We managed to explain to the program participants that strategic management is important in their work: to engage in the formation of a cohesive team, to develop a culture of meetings and internal communications. The task of the leader is not only to move everyone to the result, but also to ensure the operation of the "clutch" mechanism. Everyone should understand that they work together, each link in the team is important. And this is already the psychology of management, which every leader should know about.
- What interesting teaching approaches were used?
- To make the material better remembered and assimilated, the format of the classes included seminars, master classes, trainings. For example, a simulation board game was used to reveal the topic of delegation of authority. We held an “effective meeting” in the workshop format. It was a group work where the trainees learned through their own active participation in team interaction. The share of the theoretical part here is insignificant and gives way directly to "practice". Discussions during the workshop are very dynamic. Our participants really liked this format. Discussions on the issues "Why is the meeting not effective?", "What needs to be done to make the meeting effective?" were very stormy. Our listeners brainstormed and developed their own meeting standards. This is a very rewarding independent work.
- After receiving feedback from the first participants in the program, what did you decide to add to the training course?
- For example, we will add a topic to develop feedback from subordinates. We will strengthen the block for determining personality types and an individual approach to working with employees. It is important for a manager to know this, since knowledge of a person's type allows him to determine a person's motivation, his needs, how he perceives and processes information - all this helps to better understand his employees. In addition, there will be more classes and exercises to develop communication skills.
Finishing the first program
“Practice has shown that there is a need to improve personal efficiency,” said the station's chief physician. Nikolay Plavunov... - I am grateful to the staff of the Moscow State University of Management for the fact that in record time they have developed this program for us. At the beginning of the year, we discussed the possibility of cooperation, and training began in March. And it turned out to be a really interesting and practical cycle. I am grateful to my colleagues for the desire to develop, the desire to be effective leaders and a responsible approach to learning. "
“I am glad that our cooperation has taken place,” said the acting rector of the Moscow State University of Management. Vasily of Thebes... - The management of the ambulance station forms its management standards. He does it purposefully, with the prospect of breaking into a new level of the corporate culture of his organization. Today in Moscow, many industries are interested in the systematic training of managers. The health sector is ahead of everyone, and your team confirms this. Many people are guided by you and ask us to prepare a corporate program. And it is right. After all, paying special attention to managerial training of managers is a common global trend. "
“By training substation managers, we are developing a unified system for training managers for your medical institution,” comments the director of the Healthcare Development Center of the Moscow State University of Management. Konstantin Tsaranov... - Striving to improve the efficiency of managers confirms that you are already a strong team. You understand what you are missing and what you need to do in order to successfully move forward. For our part, we will expand the direction associated with the psychology of management. Doctors have a large baggage of medical knowledge, but they tell us very little about the psychological components of a leader's work. Therefore, we will talk more about personality psychotypes, the development of internal communications, personal effectiveness. "
The second group of heads of substations of the A.S. Puchkov Emergency Medical Aid begins their training on April 9.
Reference:
MSUU of the Moscow Government implements several directions in the training of employees of medical institutions. In the educational line, including a course for teaching the basics of working in the UMIAS system. Also in 2014, the University launched a unique two-year leadership training program.
Job description of the head of the emergency department[name of organization, enterprise, etc.]
This job description was developed and approved in accordance with the provisions of the order of the Ministry of Health and Social Development of the Russian Federation of July 23, 2010 N 541n "On approval of the Unified qualification reference book of positions of managers, specialists and employees, section" Qualification characteristics of positions of workers in the health sector ", and other normative legal acts governing labor relations.
1. General Provisions
1.1. The head of the emergency department is classified as a manager and reports directly to [name of manager's position].
1.2. The head of the emergency department is appointed and dismissed by order of [job title].
1.3. A person who has a higher professional (medical) education, postgraduate professional education and (or) additional professional education and a certificate of a specialist in the specialty in accordance with the Qualification requirements for specialists with higher and postgraduate medical and pharmaceutical education in the field of health care, approved in accordance with the established procedure, work experience in the specialty for at least 5 years.
1.4. During the absence of the head of the department of emergency medical care, his duties are fulfilled by [position].
1.5. The head of the emergency department should know:
The Constitution of the Russian Federation;
Laws and other regulatory legal acts of the Russian Federation in the field of health care, consumer protection and sanitary and epidemiological welfare of the population;
Normative legal acts governing the circulation of potent, psychotropic and narcotic drugs;
Regulatory and methodological documents in the direction of professional activity;
Labor organization principles;
Fundamentals of economic planning and financial activities of a medical organization;
The procedure for the execution of business and labor contracts;
Forms and methods of organizing hygienic education and upbringing of the population;
The procedure for maintaining primary accounting and reporting documentation;
Medical ethics;
Psychology of professional communication;
Fundamentals of the labor legislation of the Russian Federation;
Internal labor regulations;
Norms and rules of labor protection, safety, industrial sanitation and fire safety.
2. Job responsibilities
The head of the emergency department has the following job responsibilities:
2.1. Management of the activities of the emergency department in accordance with the regulations on the structural unit, its functions and tasks.
2.2. Improving the forms and methods of work, planning and forecasting the activities of the department, the placement of personnel at workplaces and their use in accordance with qualifications, the formation of a regulatory and methodological base, a base of material and technical means of laboratory and instrumental diagnostics.
2.3. Coordination of the department's activities with other structural units of the medical organization, ensuring their relationship in the work.
2.4. Monitoring the work of the department staff, the quality of the treatment, the observance of the standards of medical care when the medical personnel perform the list of works and services for diagnosing the disease, assessing the patient's condition and the clinical situation, for treating the disease, the patient's condition, the clinical situation in accordance with the standard of medical care ...
2.5. Ensuring compliance with labor laws and labor protection in the department.
2.6. Taking measures to ensure that the employees of the department fulfill their official duties and the rules of the internal labor schedule, the requirements of standardization and metrological support of research, measurements, tests.
2.7. Development of long-term and current plans for the work of the department, monitoring the implementation of these plans.
2.8. Analysis of the work of the department for the reporting period, submission of a report on the work of the department in the prescribed manner.
2.9. Monitoring the quality of medical records.
2.10. Organization of receiving additional professional education by employees of the department (advanced training, professional retraining) in accordance with the legislation of the Russian Federation.
2.11. Systematic professional development.
2.12. [Other job responsibilities].
3. Rights
The head of the emergency department has the right to:
3.1. For all social guarantees provided for by the legislation of the Russian Federation.
3.2. Submit proposals for improving their work and the work of a medical organization for consideration by the higher management.
3.3. Independently make decisions within their competence and organize their implementation.
3.4. Require the management of a medical organization to provide assistance in the performance of their professional duties and the exercise of rights.
3.5. Sign and endorse documents within their competence.
3.6. Receive information and documents necessary for the performance of their duties.
3.7. Check the correctness and completeness of the prescriptions of the attending physicians by the nursing staff.
3.8. [Other rights provided for by the labor legislation of the Russian Federation].
4. Responsibility
The head of the emergency department is responsible for:
4.1. For non-fulfillment, improper fulfillment of the duties provided for by this instruction - within the limits determined by the labor legislation of the Russian Federation.
4.2. For offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal and civil legislation of the Russian Federation.
4.3. For causing material damage to the employer - within the limits determined by the current labor and civil legislation of the Russian Federation.
The job description is developed in accordance with [name, number and date of the document].
HR manager
[initials, surname]
[signature]
[day month Year]
Agreed:
[initials, surname]
[signature]
[day month Year]
I have read the instructions:
[initials, surname]
[signature]
[day month Year]
I approve
[position, signature, full name
Leader or other
Official authorized
Approve
[organizational and legal form, job description]
organization name, [date, month, year]
enterprises] M. P.
Job description
head of the operational department of the ambulance station
[name of organization, enterprise, etc.]
This job description has been developed and approved in accordance with the provisions of the Labor Code of the Russian Federation and other regulations governing labor relations.
1. General Provisions
1.1. The head of the operational department of the ambulance station belongs to the category of managers and is directly subordinate to [name of the position of the immediate supervisor].
1.2. A person with higher professional education in the specialty "General Medicine", "Pediatrics", internship and / or residency in the specialty "Emergency Medical Care", or professional retraining in the specialty "Emergency Medical Care" "in the presence of postgraduate professional education in one of the specialties:" Anesthesiology-resuscitation "," General medical practice (family medicine) "," Therapy "," Pediatrics "," Surgery ", a certificate of a specialist in the specialty" Ambulance "and experience work in the direction of professional activity for at least [value] years.
1.3. The head of the operational department of the ambulance station should know:
Laws of the Russian Federation and other regulations governing the activities of healthcare institutions;
Laws and other regulatory legal acts of the Russian Federation in the field of health care, consumer protection, ensuring the sanitary and epidemiological well-being of the population;
Labor organization principles;
Fundamentals of the organization of emergency medical care for adults and children;
The organization of the provision and the features of the work of the ambulance service in emergency situations;
Basics of interaction with the services of civil defense, disaster medicine and EMERCOM of Russia;
Indications for calling specialized ambulance teams;
Fundamentals of economic planning and financial activities of a medical organization;
Medical ethics;
Psychology of professional communication;
Fundamentals of Labor Law;
Internal labor regulations;
Labor protection and fire safety rules.
2. Job responsibilities
Head of the operational department of the ambulance station:
2.1. Manages the activities of the department in accordance with the position, functions and tasks of the department.
2.2. Improves the forms and methods of work, planning and forecasting the activities of the department, the placement of personnel in the workplace and their use in accordance with qualifications, the formation of a regulatory and methodological base.
2.3. Coordinates the activities of the department with other structural divisions of the ambulance station, ensures their relationship in the work.
2.4. Carries out control over the work of paramedics for receiving calls, sending special messages.
2.5. Monitors the density of incoming calls and regulates their flow depending on the urgency or cause of the call.
2.6. Monitors the compliance of the brigade's profile with the complexity of the call.
2.7. Carries out control of the efficiency of the work of the field crews (the time of leaving the call, arriving at the call and making the call).
2.8. Carries out control over the timely delivery of patients, women in labor, injured in the admission departments of the relevant hospitals.
2.9. Coordinates the provision of information to the public about patients and victims.
2.10. Monitors the maintenance of the database of calls to the ambulance station.
2.11. Carries out control and accounting of the work of ambulance vehicles.
2.12. Provides interaction with local authorities, the Department of Internal Affairs, fire departments and other operational services.
2.13. Takes measures to ensure that the employees of the department fulfill their duties and internal labor regulations.
2.14. Develops long-term and current plans for the department's work, monitors the implementation of these plans.
2.15. Analyzes the work of the department for the reporting period, presents a report on the work of the department in the prescribed manner.
2.16. Carries out control over the quality of medical records.
2.17. Organizes the receipt by employees of the department of additional professional education (advanced training, professional retraining) in accordance with the legislation of the Russian Federation.
2.18. He systematically improves his professional qualifications.
2.19. [Other job responsibilities].
3. Rights
The head of the operational department of the ambulance station has the right:
3.1. For all social guarantees provided by law.
3.2. Make proposals to the higher management to improve the work of the operational department of the station.
3.3. Independently make decisions within the framework of their competence and organize their implementation by the employees of the department.
3.4. Require the management of the organization to assist in the performance of their professional duties and the exercise of rights.
3.5. Sign and endorse documents within their competence.
3.6. To interact with the heads of departments, to receive information and documents necessary for the performance of their duties.
3.7. Control the work of subordinate employees, give them orders within the framework of their official duties and demand their strict execution, make proposals to the management of the institution for their encouragement or imposition of penalties.
