New corporate program passed the first group of students. The results were summed up, feedback was received, which will help to make the training course even better. By the end of the year, about 150 mid-level 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 Emergency Medical Station.

Month of training - how it was

Encouraged and inspired. After a month of intensive training, they are not at all tired, but, on the contrary, with burning eyes, an excellent mood and a thirst for knowledge. The 18 first listeners at the last lesson shared their impressions.

“I am grateful to all the coaches who taught us to think and reason differently,” says the head of the operational department of the station 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 tasks through managing myself and my emotions. I took the time to work on 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”, “Customer Focus in medical organization”, “Legal conflictology”, “Confident behavior in conflict situations”, “Effective meeting”, “ Non-material motivation”, “Influence and effective interaction in the workspace."

Substation managers said that they learned useful things, which topics should be added and strengthened in the program, as well as what knowledge they already apply in their management practice.

Andrey Trofimov, chief paramedic of the Station of emergency and emergency medical care named after. A. S. Puchkova: “I really liked the master class of Stanislav Yunis “Confident Behavior in Conflict Situations”. He showed an interesting way 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 mood. I have already used this technique in my work, in a conversation with my employee. Happened".

Maxim Litvin, manager of substation No. 13: “It was very useful to learn about planning using the Esenhower matrix. This is one of the time management methods for prioritizing the tasks of the day. Now I'm making time for it. 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 when applying for a job, you should use testing to determine professional quality necessary in the work of the ambulance. On calls there are different situations. And to be able to communicate correctly and competently get out of the conflict is a very important skill.”

Petr Davydov, manager of substation No. 17: “I already practice active listening. It helps in communication with employees. I defined strategic tasks for myself and began to work for the future. I would like to know more about the legal protection of our employees. We do not know this topic, the situations in our work are different, including in communication with patients.”

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, creative. If you learn to identify them, then it is easier to speak the same language with a person and understand what motivators should be used in working with him. I really liked the topics “Confident Behavior in Conflict Situations” and “Intangible Motivation”. In communicating with an employee who wanted to quit, the knowledge gained helped. In the end, she did not leave and stayed to work with positive attitude. It was useful to learn how to work with claims. 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 highlighting the topics “Delegation” and “ Non-verbal communications in a separate block. This is very important and helpful information. Would like to know more about this. Reveal legal issues to tell employees and apply in their practice.

Dmitry Tarasov, manager of Substation No. 6: “Use more videos and films. For example, at a customer orientation training, we were shown a very “catchy” film. It told the stories of patients, about how important it is to humanly enter into their position and help. I even showed this film to my employees. The effect was strong. Such educational materials help us understand what we are working for.”

Artem Dyakov, head of substation No. 36: “I already use the tools given to us in my work. For example, there was a complaint from a woman. She came in with a negative attitude. I listened and 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. My mind was set on problem solving, not conflict. I was able to reorient myself, focus on solving the problem, and not on negative emotions and self-defence."

About the program and cooperation with the A.S. Puchkov Emergency Medical Aid Station

Head of the Department of Personnel Development Projects, Moscow State University of Management, Moscow Government Elena Evtikhevich tells what is unique educational program designed specifically for the needs of the customer.

— The training course consists of three modules: "Employee management and personal effectiveness of the leader", "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 them work time. 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, hold effective meetings, master stress management techniques, get practical templates and algorithms for working with a client, resolving complaints and claims.

What do you remember about the first group of listeners?

- Listeners have a very high motivation. They are open and understand that they need to change, understand the mistakes and move forward. The participants had a strong team spirit. This speaks of a professional brotherhood, which in the first place is 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 (this is, for example, the speed of arrival at the place, the time spent on departure, the correct execution of documents). In addition, they analyze perfectly, they immediately want to put the received management tools into 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 the leader as a person who manages, properly organizes the workflow, motivates employees. He does not try to do everything with his own hands. The leader is authority and influence. Its mission is to focus on best result. We managed to explain to the participants of the program what is important in work strategic management: engage in the formation of a cohesive team, develop a culture of meetings and internal communications. The task of the leader is not only to move everyone towards the result, but also to ensure the operation of the "coupling" mechanism. Everyone should understand that they work in conjunction, each link in the team is important. And this is the psychology of management, which every leader should know about.

— What interesting teaching approaches were used?

— In order to better remember and assimilate the material, the format of the classes included seminars, master classes, and trainings. For example, a simulation board game was used to cover the topic of delegation of authority. We held an “Effective meeting” in the format of a workshop. It was a group work, where students 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 questions “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 useful piece of 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 development topic feedback with subordinates. We will strengthen the unit for determining personality types and individual approach in working with employees. It is important for a manager to know this, since knowing the type of personality allows you to determine the motivation of a person, 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.

Completing the first program

“Practice has shown that there is a need to increase personal efficiency,” said chief physician stations Nikolay Plavunov. – I am grateful to the staff of Moscow State University of Management of the Moscow Government for developing this program for us in record time. At the beginning of the year, we discussed the possibility of cooperation, and in March training began. 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 of the Moscow Government Vasily Fiveysky. - The management of the ambulance station forms management standards. Does it purposefully, with the prospect of touching it to a new level corporate culture of your organization. Today in Moscow, many industries are interested in the systematic training of managers. The healthcare sector is ahead of everyone, and your team confirms this. A lot of people are guided by you, and turn to us with a request to prepare a corporate program. And it is right. After all, paying special attention to the managerial training of managers is a general global trend.”

“By training substation managers, we develop single system training managers for your medical institution, - comments the director of the Center for Health Development of Moscow State University of Management of the Moscow Government Konstantin Tsaranov. – The desire to improve the efficiency of managers confirms that you are already a strong team. You understand what you lack 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 lot of medical knowledge, but we are told very little about the psychological components in the work of a leader. Therefore, we will talk more about personality psychotypes, the development of internal communications, and personal effectiveness.”

The second group of managers of A.S. Puchkov substations for emergency and emergency medical care begins training on April 9.

Reference:

Moscow State University of Management implements several directions in employee training medical institutions. In the educational line, including a course for teaching the basics of working in the EMIAS system. Also in 2014, the University launched a unique two-year program vocational training for leaders.

Job description head of the emergency department[name of organization, enterprise, etc.]

This job description has been developed and approved in accordance with the provisions of the order of the Ministry of Health and social development Russian Federation of July 23, 2010 N 541n "On approval of the Unified qualification handbook positions of managers, specialists and employees, section " Qualification characteristics positions of employees in the field of healthcare", and other legal acts regulating labor relations.

1. General Provisions

1.1. The head of the emergency department is classified as a manager and reports directly to [title of manager].

1.2. The head of the emergency medical department is appointed to the position and dismissed from it by order of [position 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 a specialty in accordance with Qualification requirements to specialists with higher and postgraduate medical and pharmaceutical education in the field of healthcare, approved in in due course, at least 5 years work experience.

1.4. During the absence of the head of the emergency medical care department, his official duties are performed by [position].

1.5. The head of the emergency department should know:

constitution Russian Federation;

Laws and other regulatory legal acts of the Russian Federation in the field of healthcare, consumer protection and sanitary and epidemiological welfare of the population;

Normative legal acts regulating the issues of circulation of potent, psychotropic and narcotic drugs;

Regulatory and methodological documents in the direction professional activity;

Principles of labor organization;

Fundamentals of planning and economic and financial activities medical organization;

The procedure for the execution of economic 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;

Basics of the labor legislation of the Russian Federation;

Rules of the internal work schedule;

Norms and rules of labor protection, safety measures, 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 regulation 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 in the workplace and their use in accordance with qualifications, the formation of a regulatory and methodological base, the base of material and technical means of laboratory and instrumental diagnostics.

2.3. Coordinating department activities with others structural divisions medical organization, ensuring their relationship in the work.

2.4. Monitoring the work of the staff of the department, the quality of the treatment, compliance with the standards of medical care in the implementation of medical staff a list of works and services for diagnosing a 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 employees of the branch fulfill their official duties and internal labor regulations, requirements for standardization and metrological support of research, measurements, tests.

2.7. Development of long-term and current work plans of the department, monitoring the implementation of these plans.

2.8. Analysis of the work of the department for the reporting period, presentation of a report on the work of the department in the prescribed manner.

2.9. Control over the quality of medical records.

2.10. Organization of additional professional education (advanced training, professional retraining) for employees of the department 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 provided by law Russian Federation social guarantees.

3.2. Submit proposals to improve their work and the work of the 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 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 fulfillment by the nursing staff of the appointments of the attending physicians.

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 was developed in accordance with [name, number and date of the document].

Head of Human Resources

[initials, last name]

[signature]

[day month Year]

Agreed:

[initials, last name]

[signature]

[day month Year]

Familiarized with the instructions:

[initials, last name]

[signature]

[day month Year]

I approve

[position, signature, full name

manager or other

An official authorized

Approve

[legal form, job description]

organization name, [day, 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 Labor Code Russian Federation and other regulatory legal acts regulating labor relations.

1. General Provisions

1.1. The head of the operational department of the ambulance station belongs to the category of managers and reports directly to [name of the position of the immediate supervisor].

1.2. A person who has a higher professional education in the specialty "General Medicine", "Pediatrics", an internship and (and) residency in the specialty "Emergency Medical Care", or professional retraining in the specialty "Emergency Medical Care" is accepted for the position of the head of the operational department of the ambulance station "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 regulatory legal acts regulating the activities of healthcare institutions;

Laws and other regulatory legal acts of the Russian Federation in the field of healthcare, consumer protection, ensuring the sanitary and epidemiological welfare of the population;

Principles of labor organization;

Fundamentals of organizing emergency medical care for adults and children;

Organization of the provision and features of the work of the ambulance service in emergency situations;

Basics of interaction with the services of civil defense, disaster medicine and the Ministry of Emergency Situations of Russia;

Indications for calling specialized ambulance teams;

Fundamentals of planning, economic and financial activities of a medical organization;

medical ethics;

Psychology of professional communication;

Basics of labor legislation;

Internal labor regulations;

Rules on labor protection and fire safety.

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 framework.

2.3. Coordinates the activities of the department with other structural divisions of the ambulance station, ensures their relationship in work.

2.4. Supervises the work of paramedics in receiving calls, transmitting special messages.

2.5. Controls the density of incoming calls and regulates their flow depending on the urgency or reason for the call.

2.6. Controls the compliance of the team profile with the complexity of the call.

2.7. Controls the efficiency of the work of field teams (time of departure for a call, arrival at a call and execution of a call).

2.8. Carries out control over the timely delivery of patients, women in labor, victims to the emergency departments of the respective hospitals.

2.9. Coordinates the provision of information to the population about the sick and injured.

2.10. Controls the maintenance of the database of calls to the ambulance station.

2.11. Controls and records the work of sanitary 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 official duties and internal labor regulations.

2.14. Develops long-term and current plans for the work of the department, 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. Controls 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 to:

3.1. For all social guarantees provided for by law.

3.2. Make proposals to the higher management on improving the work of the operational department of the station.

3.3. Independently make decisions within their competence and organize their implementation by department employees.

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. Interact with heads of departments, obtain information and documents necessary for the performance of their duties.

3.7. Supervise the work of subordinate employees, give them orders within their official duties and demand their precise execution, make proposals to the management of the institution on their encouragement or imposition of penalties.