All managers are responsible for planning, organizing, leading and controlling. Managers must have some competencies that enable them to function effectively. These competencies are often COMPETENCY MODELS. The aim of this study was survey of COMPETENCY MODELS in order to extract their essential competencies. This study was a systematic review that articles were searched in database "Google scholar", "Emerald", "Proquest", "Scopus" with key words" COMPETENCY & hospital management, "COMPETENCY & healthcare manager", ""COMPETENCY & healthcare administration", " COMPETENCY & health administration", and COMPETENCY & health executive". The results of selected studies were performed by 2 independent persons and based on qualitative targets were extracted and analyzed. And finally 12 articles that were contain questionnaire or model for hospital management COMPETENCY, were selected. Different competencies MODELS were reported in 8 articles and reports. In order to compare these MODELS, we decided to select 15 most frequent competencies in expand range of studies. Our observation identified that "communication skills" and "knowledge of health environment" were reported 7 times and selected as most important competencies. The Robbin Pillay was most completed among the MODELS. In order to screen and estimate of hospital managers’ performances, we needed competencies index categories. Dependent on each countries condition, these MODELS can be used as an appropriate method to determine an individual COMPETENCY.

Introduction: Nursing managers play a key role in healthcare organizations. The effective execution of nursing managers' roles is influenced by various factors, including managerial competence. In today's complex organizations, determining the level of competence of head nurses is essential for improving their performance. Methods: This research was a descriptive cross-sectional study. A total of 150 head nurses working in hospitals affiliated with Iran University of Medical Sciences participated in the study in 2024, utilizing a census sampling method. The data collection tools included a demographic information form and the nursing managerial competence assessment questionnaire developed by Moghadam et al. (2019). Data were analyzed using SPSS version 26, applying both descriptive and inferential statistics. Results: The mean and standard deviation of the age of the participants in the research was )42.53±5.24( years. The average managerial competence of head nurses was reported at a high level (330.05±37.04) through self-evaluation. Among them, the organizational domain had the highest average (4.36) and the problem-solving domain (4.11) had the lowest average. There was a statistically significant relationship between the managerial competence of supervisors and passing the management course (p=0.042). Conclusion: Head nurses in the hospitals of Iran University of Medical Sciences exhibit a high level of managerial competencies. The results indicate that participation in managerial training programs positively impacts the enhancement of managerial competencies among head nurses, particularly in the organizing domain. The role of managers is significantly important among the various factors contributing to organizational success. To develop an effective and efficient management system, it is essential to have competent and capable managers. Understanding the strengths and weaknesses in each dimension of managerial competence can empower head nurses to strengthen their capabilities, address weaknesses, and ultimately improve the quality of nursing services.

Background and Purpose: The literature review over the past few decades is a reflection of a global specific move towards the COMPETENCY and evaluation of outcomes based education and the importance of this type of education is to the extent that Harden introduced "COMPETENCY-based education" through a focus on outcomes and competencies as the most important trend in the medical education in the past decade. Due to the particular importance of COMPETENCY-based education and the need to review the COMPETENCY -based curriculum to be based on the competencies, the need to review the design of the curriculum is completely evident. But a question arises here that "Is there a comprehensive model that can be drawn for the development of COMPETENCY in order to design new curriculum based on it? "In this study, we have tried to develop MODELS to assess and synthesize existing development MODELS, achieve to design a comprehensive meta-model for COMPETENCY development.Methods: Meta-ethnography is a useful method for the synthesis of qualitative researches which is used in order to develop MODELS that interpret findings in several studies. Considering that the aim of this study was finally to provide a meta-model of COMPETENCY development, in the first step of meta-ethnography, first three steps and also a criticism was conducted on the available COMPETENCY development MODELS, for this purpose, literature review was also done to achieve COMPETENCY development MODELS. The MODELS obtained by search were studied precisely and the MODELS were presented based on first hand description of the by the developer (s), then offering critiques were extracted from the literature and the critical of researcher was finally provided.Results: After determination of the research question and characterization of synthesis focus, inclusion criteria and quality assessment of search were conducted and eight COMPETENCY development MODELS were selected and a precise investigation has been done on each.Conclusions: Considering the importance of COMPETENCY-based training at the global level and the urgent need to review the existing curriculum and COMPETENCY-based curriculum design, the analyzed MODELS can provide the basis for synthesis of a meta-model for COMPETENCY development and curriculum.

This research was conducted with the aim of improving managers' COMPETENCY through specifying the factors of their COMPETENCY. In order to find the right answer to the question of this research, a researcher-made questionnaire was devised including 137 items on the basis of a four-level necessity scale, i.e. lowest, relatively low, high, and highest, valued respectively as 1, 2, 3, and 4. The questionnaire was administered among 251 junior managers in Khorasan Razavi province. A number of 16-fold factors were analyzed through the Principal Component Analysis (PC) method using Varimax Rotation. Preliminary outcomes showed that correlation matrix determinant was 0.00007, a non-zero number, and KMO measure of sampling adequacy equaled 0.897; meanwhile, the result of Bartlett's Test of Sphericity with a value of 27272.971 was significant lower than 0.00001. Consequently, the managers' COMPETENCY measurement scale was made out with 16 points which explained 60.2 percent of the variables variance. A collection of items, correlated with a factor in common, each composing a piece of test were listed as follows: 1. Understanding individual differences, 2. Change management, 3. Financial management, 4. Teaming up, 5. Crisis management, 6. Understanding organizational mission, 7. Recognizing organizational realities, 8. Lifetime learning, 9. Human resources management, 10. Planning, 11. Participation, 12. Customer-centeredness, 13. Technical skills, 14. Perseverance, 15. Taking care of organizational interests, 16. Paying attention to challenging goals.These factors totally cover 60.2 percent of the COMPETENCY variance.

Today organizations to acquire Competitive advantage, while implementation of a strategic approach to the turbulent environment around them, following is the factors affecting their performance to identify and measure the effects of these agents and reinforcement, to ensure their survival. On the other quality of human resource plays a vital role in the success of the organization. However, determination the ability of staff for this success is often difficult. But some organizations HR COMPETENCY model as a strategy for human resources are used to using these MODELS in human resource systems, to improve their performance. MODELS of social competence, knowledge, skills and abilities, and other characteristics that are needed to function effectively on the job are. The aim of COMPETENCY model is identify the optimal use of human resources and competencies in line with the organization's strategy. Therefore, this study aimed to assess the suitability of staff and its impact on organizational performance in this area is to provide solutions. Research methods, descriptive correlation (regression analysis) and statistical community managers and industry experts are banking. To collect data from library studies and questionnaires were used as research tools. Data by Spearman correlation and multiple regression method and were analyzed by Spss software. Results show that there are Correlation between the model results and the impact of competence and organizational performance.

Evaluating the cutting rate (CR) of stones is important in the cost estimation and the planning of the stone processing plants. This research used regression MODELS to estimate the stones’ CR based on their physico-mechanical characteristics. Stone processing factories in Mahallat City (Markazi province, Iran) were visited, and the CR of diamond circular saws was recorded on six different travertine stones. Next, the stone block samples were collected from the quarries for laboratory tests. Stones’ porosity (n), uniaxial compressive strength (UCS), and Schmidt hammer hardness (SH) were determined in the laboratory as their physico-mechanical characteristics. Correlation relationships of CR with physico-mechanical characteristics were evaluated using simple and multiple regression analyses, and estimator MODELS were developed. Results showed that multiple regression MODELS are more reliable than simple regression for estimating the stones’ CR. The validity of the developed multiple regression MODELS was verified with the published data of one researcher. The findings indicated that these MODELS are accurate enough for estimating the CR of stones. Consequently, the multiple regression MODELS provide practical advantages for estimating the CR and save time and cost during the planning and design of the stone processing factories.