The development of transversal competence of health service managers

In their pedagogical projects, health management courses focus on multidisciplinarity, interdisciplinarity, comprehensiveness and transversality, whose main merit is to question health issues from different theoretical perspectives. Analyzing these issues under many perspectives does not necessarily...

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Bibliographic Details
Published inRevista de saúde pública Vol. 53; p. 74
Main Authors Duarte, Roberto Gonzalez, Miura, Irene Kazumi, Sawada, Namie Okino, Alves, Marilia, Petrin, Renata
Format Journal Article
LanguageEnglish
Portuguese
Published Brazil Faculdade de Saúde Pública da Universidade de São Paulo 09.09.2019
Universidade de São Paulo
Subjects
Brazil
Coevolução
Comments
Competency-Based Education - methods
Educação Baseada em Competências
Educação Superior
Gestor de Saúde
Health Facility Administrators - education
Health Facility Administrators - organization & administration
Health Policy & Services
Humans
Professional Competence
Saúde Pública
Brazil
Public Health
Higher Education
Educação Baseada em Competências
Educação Superior
Gestor de Saúde
Coevolução
Coevolution
Saúde Pública
Health Manager Competency-Based Education
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Summary:In their pedagogical projects, health management courses focus on multidisciplinarity, interdisciplinarity, comprehensiveness and transversality, whose main merit is to question health issues from different theoretical perspectives. Analyzing these issues under many perspectives does not necessarily mean the development of transversal competences. The development and application of these competences suppose going beyond integrating curricular contents and theory/practice. They depend on how the knowledge will be articulated to changes at organizational, sectorial and institutional levels and on the coevolution between these competences and changes. It is understood that health services manager role is effectively transversal when he/she: (i) acts at organizational boundaries, fostering interaction between organizations and other actors in the system; (ii) provides (and receives) feedback to (and from) these actors; and (iii) these feedbacks help decision makers to undertake organizational changes to respond to the environment and shape it.
Bibliography:Authors’ Contributions: Writing of the manuscript: RGD, NOS, RP. Critical review of the manuscript. IKM, MA. All authors have approved the final version of the manuscript and take public responsibility for its contents.
Conflict of Interest: The authors declare no conflicts of interest.
ISSN:0034-8910
1518-8787
1518-8787
DOI:10.11606/s1518-8787.2019053001292