1. An overview of healthcare management.pptx

Healthcare management

1. An o verview of Healthcare M anagement

2. Learning objectives Define healthcare management and the role of the healthcare managers Differentiate among the functions, roles and responsibilities of healthcare managers. Compare and contrast the key competencies of healthcare managers

3. Health care setting Direct : Those organizations that provide care directly to a patient, client, residence who seeks services from the organization. Non-direct : Are not directly involved in providing care to persons needing health services, but rather support the care of individuals through products and services made available to direct care settings.

4. Introduction to management Management has been defined as the process, comprised of social and technical functions and activities, occurring within the organizations for the purpose of accomplishing predetermined objectives through humans and other resources. (Longest, Rakich & Darr 2000). Managers work through others to accomplish organizational goals.

5. Managers work through and with other people, carrying out technical and interpersonal activities, in order to achieve desired objectives of the organization. Manager is anyone in the organization who supports and is responsible for the work performance of one or more other persons (Lombardi & Schermerhorn , 2007). Introduction to management

6. Health care Management Is the profession that provides leadership and direction to organizations That deliver personal health services to divisions, departments units or services within those organization. HCM provides significant rewards and personal satisfaction for those who want to make a difference in the lives of others.

7. To a chive organization goals. Have authority to take important decision i.e. Recruitment, Development of staff, Acquisition of technology, Allocation and spending of financial resources. The need for managers

8. The need for managers Health care organizations are complex and dynamic. It requires managers to provide leadership , supervision and coordination of employees. To attain goals of organization is beyond the capacity of single individual. Scope of organization is vast. Healthcare organizations require coordination of highly specialized disciplines.

9. Managers must contain two domains External domain : refers to the influences, resources, and activities that exist outside the boundary of organization but that significantly affect the organization. Internal domain : refers to those areas of focus that managers need to address daily, such as ensuring the appropriate number and types of staff, financial performance and quality of care.

10. Table 1-1. Domains of Health Services Administration

11. Management Functions Six management functions are as follows. ( Longest et al., 2000): Planning : Preparing road map for future. Organizing : Determining positions, Teamwork assignments, and distribution of authority and responsibility. Staffing : Refers to human resource. Directing : Initiating actions. Controlling : It refers to monitoring or keep an eye on performance. Decision making : Choosing best available option.

12. Controlling and Directing Controlling: monitoring staff activities and performance and taking the appropriate actions for corrective action to increase performance. Directing: initiating action in the organization through effective leadership and motivation of, and communication with, subordinates.

13. Decision Making Decision making is the critical function to all the levels of management and means making effective decisions based on consideration of benefits and the drawbacks of alternatives.

14. Competencies to achieve management functions Conceptual skills : Thinking and planning Technical skills : Expertise to perform a specific work or task Interpersonal skills: Ability to coordinate with colleges i.e. supervisors and subordinates.

15. Competencies: Conceptual Skills Those skills that involve the ability to critically analyze and solve complex problems . Examples: a manager conducts an analysis of the best way to provide a service a manager determines a strategy to reduce patient complaints regarding food service

16. Competencies: Technical Skills Those skills that reflect expertise or ability to perform a specific work task. Examples: a manager develops and implements a new incentive compensation program for staff a manager designs and implements modifications to a computer-based staffing model

17. Management Positions Upper level Middle level Lower level

18. Hierarchy and Control Management positions exist at lower levels, middle-management levels, and at upper levels, i.e., senior management. Hierarchy of management means that authority, or power, is delegated downward in the organization, and that lower-level managers have less authority than higher-level managers whose scope of responsibility is much greater.

19. Vertical Structure Size and complexity of the specific health services organization will dictate the structure. Larger organizations—such as large community hospitals, hospital systems, and academic medical centers—will likely have deep vertical structures reflecting varying levels of administrative control for the organization.

20. Focus of Management Self Management : the individual manager must be able to effectively manage himself or herself , as well as time, information, space, and materials; being responsive and following through with peers, supervisors, and clients. Maintaining a positive attitude and high motivation; developing and applying appropriate skills and competencies.

21. Unit/Team Management The expertise of the manager at this level involves managing others in terms of effectively completing the work through task interdependence . Includes assigning work tasks, review and modification of assignments, monitoring and review of individual performance, and carrying out the management functions described previously.

22. Role of management Talent management : Acquiring and maintaining motivated and competent human resource. Succession planning : It refers to the concept of taking actions to ensure that staff can move up in management roles within the organization in order to replace those managers who retire or moved to another organization. Ensuring high performance : Ensure to Achieve results and activities according to preset goals and objectives. Healthcare policy : Managers should keep abreast of the knowledge of health policy matters at national and state level.

23. Talent Management Recruitment, retention, training and development of highly skilled employees' human resources are critical to health care organizations. Health care organizations compete for the brightest and the best talent. Managers look for and keep the talent!

24. Succession Planning The concept of taking actions to ensure that staff can move up in management roles within the organization, in order to replace those managers who, retire or move to other opportunities in other organizations. Now more than ever before, succession planning is needed at all levels, not just senior management. A second method to make succession planning is Formal leadership development programs should be implemented in a healthcare Organization

25. Health Care Policy Managers must be knowledgeable about health policy matters under consideration at the state and federal levels that affect organizations and health care delivery. Often organizations have designated staff to monitor this—but manager must stay current with or lose opportunities. Professional organizations such as ACHE and MGMA help with this.

26. Thanks Buchbinder, S.B., Shanks, N.H. (2012). Introduction to Health Care Management (2 nd ed.).Burlington, M.A: Jones & Bartlett Learning.