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ORIGINAL ARTICLE
Year : 2013  |  Volume : 1  |  Issue : 2  |  Page : 64-67

Crisis management competencies and their relation to self-efficiency of managers in the organizations related to disasters


1 Health Management and Economics Research Center, Isfahan University of Medical Sciences, Isfahan, Iran
2 Educational Planning, Faculty Research of Health and Medical Sciences, Research Institute of Shakhespajouh, Isfahan, Iran
3 Faculty of Health, University of Technology of Sydney, Sydney, Australia
4 Ph.D. Student in Health in Disasters and Emergency Situations, School of Management and Medical Information, Iran University of Medical Sciences, Tehran, Iran
5 Human Resources Management, Health Management and Economics Research Center, Isfahan University of Medical Sciences, Isfahan, Iran

Correspondence Address:
Maryam Fooladvand
Faculty Research of Health and Medical Sciences, Research Institute of Shakhespajouh, Isfahan
Iran
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Source of Support: This article is extracted from research grant at Shakhespajouh institute, Conflict of Interest: None


DOI: 10.4103/2347-9019.128113

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Aims: The present study aims at evaluating crisis management competencies and their relation among the managers of the major organizations dealing with disasters and tragedies in Isfahan, Iran. Materials and Methods: This was a cross-sectional descriptive survey. The population, which consisted of all the managers and experts in the mentioned organizations, were randomly selected and estimated to be 186 persons using the formula for sample size determination. The materials used were two researcher-made questionnaires, one regarding the managers' competency and the other on their self-efficacy, which were divided to three parts. The first part focused on the demographic characteristics, the second on assessing the managers' competency that included 32 questions, and the third on their self-efficacy in critical conditions. The validity of the questionnaires was confirmed by the key experts and officials in the field, and their reliability values were also determined using Cronbach's alpha, which were 94% for the competency and 97% for the self-efficacy questionnaire. To analyze the data, both descriptive (frequency, percentage, and mean) and inferential [t-test, analysis of variance (ANOVA), and factor analysis] statistics were used. Results: Data analysis revealed 53.4% of the subjects were females and 46.6% were males. Most managers were 34-43 years old. Those with degrees lower than BA were the least in number, and those holding BA formed the majority. Those studying management in various trends also formed a major part of the sample. Regarding the sample managers' background in management, the least amount of experience was 6 months and the highest was 26 years. Factor analysis of competency and self-efficacy also identified the managers' most important technical, cognitive, behavioral, and underlying characteristics. Conclusions: This study revealed the effects that each of the technical, cognitive, behavioral, and underlying characteristics have on managers in critical conditions, and showed their demographic characteristics (age, gender, education, amount of experience) also influence their competency and self-efficacy. Finally, it was found there is a statistically significant positive correlation between the managers' competency and self-efficacy: The more the managers' competency is, the more their self-efficacy is, and vice versa.


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