Browsing by Author "Mothiba, Tebogo Maria"

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    A conceptual framework for cost management training in the Limpopo Province of South Africa
    (Journal of Nursing Management, 2013) Jooste, Karien; Mothiba, Tebogo Maria
    This paper describes the perceptions of nurse managers about their dual role in nursing units as cost centres.
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    Context-specific components of a training programme for cost centre managers in a public hospital in Limpopo Province, South Africa
    (LAM Publication, 2014) Mothiba, Tebogo Maria; Nolte, A.G.W.; Jooste, Karien
    The purpose of the study was to determine the context-specific components of a training programme for cost centre managers in a public hospital in Limpopo Province, South Africa. A qualitative, descriptive, exploratory and contextual research design was used. Homogenous purposive sampling was conducted from a population of 36 nurse managers appointed as cost centre managers. One focus group discussion comprising nine cost centre managers and twelve cost centre managers participated in unstructured one-on-one interviews until data saturation was reached. Data were analysed qualitatively using Teschs’ open coding method. The findings revealed that there is a need for context-specific training programme which is relevant to the public hospital and the content for the programme must address the needs of cost centre managers. It was recommended that the programme should indicate the nature of activities that would be included in the new programme and the development should be based on a needs assessment of the people who were going to be trained. A needs assessment is important before decisions are taken about the type of activities and their instructional arrangements to be included in the programme.
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    Experiences related to the role of a cost centre manager in a public hospital in Limpopo Province, South Africa
    (LAM Publications Limited, 2013) Mothiba, Tebogo Maria; Jooste, Karien
    A cost centre in a hospital setting is an identifiable department, for example a nursing care unit, which has been practically assigned an account number in the hospital accounting system. The purpose of a cost centre is to control clinical and administrative costs, as well as accumulated expenses by that identified department. A qualitative, descriptive, exploratory and contextual research design was used for this study. Homogenous purposive sampling was conducted from a population of 36 nurse managers appointed as cost centre managers. One focus group discussion comprising nine cost centre managers and 12 cost centre managers participated in unstructured one-on-one interviews until data saturation was reached. Data were analysed qualitatively using Teschs’ open coding method. The findings revealed there are dominant stories of perceived constraints related to the role of a cost centre manager resulting in personal and professional suffering and a need for a decentralised cost centre management for enhancement of cost centre managers' knowledge and skills. It was recommended that a training programme for cost centre managers be conducted as a process/procedure during which information will be disseminated about cost centre management including problem solving in the team, business plan, business cost planning and overall accountability of people involved. The goal of the training programme should be to clarify roles and values, create a safe environment for cost centre managers and build trusting relationships among all role players.
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    The paradoxical effects of being a cost centre manager at a public hospital in Limpopo Province, South Africa
    (AFAHPER-SD, 2014) Jooste, Karien; Mothiba, Tebogo Maria; Nolte, A.G.W.
    The purpose of this study was to determine the effects of being a cost centre manager at a public hospital in Limpopo Province, South Africa. A qualitative, descriptive, exploratory and contextual research design was used. Purposive sampling was used to include 9 cost centre managers who participated in a focus group interview until data saturation was reached. Data were analysed qualitatively using Tesch’s open coding method. The findings revealed that there are paradoxical experiences about being a cost centre manager creating “suffering” on multiple levels and there is an empowering potential of being a cost centre manager resulting in personal and professional growth (values). It was recommended that an effective transparent procurement system should be implemented and all stakeholders involved should be informed about the process. Top management should promote healthy interpersonal relationships by providing managerial support and resources for the Cost Centre Managers (CCMs) to carry out their duties effectively and efficiently.