The Role of the Operating Room Manager According to Operating Room Directors: a Qualitative Content Analysis Study

Abstract

Introduction. In healthcare system management, managing operating rooms, which are characterized by a significant production focus and a correspondent high level of complexity, is one of the most current issues, to implement more efficient models, based on a balanced use of resources. Operating Room Management is an emerging model based on Operation Management. Although in literature it is easy to find concepts and tools regarding the Operation Management of surgical items, little is known so far about the roles which should apply these principles. The topic is shown in a few articles, many of these marginally related to it, but none derived from primary studies.

Methods. To thoroughly explore the topic, the study aimed to investigating whether the Operating Room Manager is a well-known figure, how it is defined by decision-makers with different role, and whether it is considered a resource to be integrated into current surgical paths management systems. Doctors, nurses and other figures, managers involved in the operating theatres were involved. A qualitative content analysis technique was used. This method allows analysis of both the manifest and latent content of interviews, making it suitable for exploring a ‘territory’ that is, to some extent, considered unexplored.

Results. Results, obtained from a sample of 11 professional figures, led to the extraction of 6 themes: The dynamism of organizational models and the balance between resources and related risks; Curriculum and complexity: a difficult choice; The role in the management complexity regarding processes and professional figures; Competences: Knowledge of the system (“reading” the processes) and leadership; Teamworking ability; Areas of activity and development: bridge figure with other contexts and “resisting to resistances”. Each theme represents the following areas: Organizational models and Operation Management; curriculum; role; skills and leadership; teamwork; area of development.

Discussion and Conclusions. Between the themes emerged from the analysis regarding the role of the Operating Room Manager, the curriculum and the areas of competence and development are fairly well-defined. However, the theme of skills and the role itself struggles to emerge, and a clear profile of the Operating Room Manager should be better defined in future studies.