Physician-Manager PDF - Introduction to Physician Roles

PHYSICIAN-MANAGER Course: Introduction to Physician Roles 1 Facilitator: Ateneo de Zamboanga University Date of Session: August 24, 27-28, 2024...

PHYSICIAN-MANAGER Course: Introduction to Physician Roles 1 Facilitator: Ateneo de Zamboanga University Date of Session: August 24, 27-28, 2024 School of Medicine Legend: Book/ Previous Components of Management Remember Lecturer PDF Trans Task- Process begins with ideas, things and people ☝  🕮 🗐 ○ ideas create need for conceptual thinking; formulating ○ things - create need for administration; managing details of executive affairs 🗐 PHYSICIAN-MANAGER ○ people - create need for leadership; gathering data, determining causes of Management problems and developing alternative Management and manage are derived from the Latin solutions word manus, meaning hand. Manage, therefore, Functions literally means to handle and manage; the handling of. ○ Continuous Functions - occur throughout It is concerned with present activities and the management process rather than in any immediate results of those activities. particular sequence Management usually consists of people who are Analyzing problems under ideas – experienced in their field and who have worked their which includes gathering data, way up in the organization. determining causes of problems and Getting things done through people. developing alternative solutions Efficient use of resources (8M’s) Making decisions under things – ○ machinery (technology) arriving at conclusion and judgment ○ method (process) Communicating with people – to ○ material ensure understanding of what and ○ manpower (human resource) how activities shall be done ○ money (budget) ○ Sequential Functions ○ mother nature (environment) functions that come from predictable ○ measurement sequence like: planning, organizing, ○ maintenance staffing, directing, controlling Planning, leading and controlling the efforts of organization personnel and of using organizational Some Definition of Terms in Management resources to achieve organization or program Objectives or goals - the ends toward which activity objective is aimed - the end points of planning Getting the right things done, in the right way, right Effectiveness - the achievement of objectives; the time, with the right persons, using the right and achievement of desired effects effective amount of resources. EFficiency - the achievement of the ends with the Effective Management: least amount of resources; the accomplishment of ○ Can have a great impact on the achievement objectives at the least cost or other unsought of program objectives consequences ○ Takes place when the manager is prepared Strategies - general programs of action and and capable of assuming his responsibilities deployment of resources to attain comprehensive in mobilizing resources and people objectives Efficient conversion of inputs into useful outputs ○ The end result is either a product or a service Why Physicians Must Know Management Management as a Process A very basic competency that all physicians must ○ It involves making decisions and actions that have is management. are based on established management In the study and practice of medicine, in life and in principles to achieve organizational goals other professions for that matter, we cannot avoid ○ It is a systematic way of doing things in the encountering situations, problems, and people which sense that the functions are done in an and whom we have to handle or manage. Likewise, orderly sequence we cannot avoid being given assignments and ○ The activities are carried out to a greater or responsibilities to handle or manage. lesser degree (by supervisor, middle Whether it be management of self (time, ambition); managers, and by top executives) people (patients, people in an organization or ○ It includes planning, organizing, staffing, community); projects (education, research, health care monitoring, and controlling. unit, passing the board exam); and situations and Page 1 of 6  Physician-Manager - AdZU School of Medicine Gallego, Lee, Ismael 2029 problems, the basic management processes and ○ delineating relationships - defining liaisons to principles are the same. facilitate coordination ○ creating position description - define scope, relationships, responsibilities, and authority ○ establishing position qualifications - define qualifications for each person in each position Staffing - process of choosing right people for the right jobs in the project; filling (and keeping filled) the positions in the organization with competent people ○ Defining workforce requirement ○ Selecting - recruiting qualified people for each position ○ Placing and orienting candidates - familiarizing new people with the situation ○ Training - developing proficiency by instruction and practice ○ Developing People - helping improve KSAs A good physician is a solution-minded person: Directing - bringing about purposeful action; involving ○ Puts together a self-directed and motivated the process of influencing people so that they will team in the health sector contribute to group goals ○ When the team is lagging in achieving the ○ Delegating - assigning responsibility and target, he points the weak points, in the chain exact accountability of execution and tries to find a solution ○ Motivating - persuading and inspiring people ○ Shows determination and strength of to take desired action character by not letting the stress of the job ○ Managing differences - resolving conflict and cloud his judgment and response encouraging independent though Controlling - measuring and correcting performance Activities/Functions of Management of activities of subordinates in order to assure that Planning enterprise objectives and plans are being ○ Setting objectives and strategies to attain accomplished goal ○ ensures effectivity of activity ○ Coming up with a predetermined course of ○ involves monitoring and evaluation action based on analysis of problem ○ measuring results against the plan ○ Selecting missions and objectives, and the ○ rewarding of people according to strategies, policies, programs, and performance and re-planning of work to procedures for achieving them make corrections ○ Decision making ○ Activities: Effective vs Efficient forecasting - establishing where Effective: when there is improvement in life of patient; present course will lead focus on delivery of services setting objectives - determining Efficient: when goal is met with few or no resources desired result wasted developing strategies - deciding how and when to achieve goals MOST IMPORTANT TASK OF A MANAGER: Motivate programing (prioritizing) - subordinates to perform tasks well! establishing priorities budgeting - allocating resources Types of Management Styles setting procedures - standardizing methods developing policies - setting roles, Democratic/Participative/Supportive Management guidelines, policies Manager considers opinions of subordinates Organizing - determining the way in which the work is Participative approach to be broken down into manageable units; establishing Group members are encouraged to share ideas or an intentional structure of roles for people to fill in an opinions, even though the leader retains the final say organization over decisions ○ establishing organizational structures - Benefits: more ideas and creative solutions; group drawing up with organizational chart member commitment; high productivity Page 2 of 6  Physician-Manager - AdZU School of Medicine Gallego, Lee, Ismael 2029 Drawbacks: communication failures and uncompleted Sufficient knowledge helps in planning, organizing projects; poor decision-making by unskilled groups; tasks and meeting targets. minority or individual opinions overridden It also enables a manager to arrive at a timely decision and act decisively. Autocratic/Authoritarian/Dictatorial Management Handling Members Manager makes decisions without regard of Knowing how to handle members is of considerable subordinates’ opinions importance. Every person is different from the other Characterized by individual control over all decisions and needs a different approach to cultivate, motivate, and little input from group members and inspire. Benefits: allows for quick decision-making especially A good manager recognizes the need for in stress-filled situations; provides direction; offers a self-fulfillment and recognition for every member. clear chain of command or oversight It is most important for a good manager to find the Drawbacks: discourages group input; hurts morale driving force behind each personality in his members. and may lead to resentment; creative solutions and Reliable expertise from subordinates are ignored One’s reliability as a manager decides the level of his relations with the members. The key is to promise within the reason and deliver more. Laissez-faire/Free Rein Management Trust is the most fragile commodity. A manager has to Manager sets tasks and gives staff complete freedom gain the trust of his members and demonstrate to complete task as they see fit fairness in dealing with them. Free-reign management A good manager must also have the willingness to Leaders are hands-off and allow group members to listen patiently to the problems and complaints of his take responsibility for the tasks and make the members. decisions; however, accountability falls to the leader Delegative Benefits: encourages personal growth, innovation and Even though the manager is the decision making allows for faster decision-making authority and his is the last word, he cannot do all the Drawbacks: lack of role clarity, passivity (poor work by himself. involvement) and low accountability It is necessary to delegate some of the responsibilities and make it clear that with authority goes Bureaucratic responsibility. Focuses his style according to rules Characteristics of a Good Manager Levels of Management Task development Top Level Manager ○ Planning Conceptual thinking and utilizes most of conceptual ○ Informing skills rather than technical skills ○ Problem-solving ○ Efficient Team development Middle Level Manager ○ Performance feedback Utilizes the needed skills in equal degree ○ Relationship skills ○ Staff development Lower Level Manager ○ Team motivation Needs to use technical skills more than conceptual Business value skills ○ Customer focus ○ Promoting innovation Qualities of a Manager ○ Quality improvement Good Communicator Leadership Effective communication is the key to make the goals ○ Mission skills and targets of the organization clear to every member ○ Influence It is also the key to harness energy, with a word of ○ Networking encouragement, at the individual and team level. ○ Empowerment On the other hand, a good manager needs to be firm ○ Accountability with a misbehaving member and communicate a warning using firm words. Knowledgeable The 7M’s of Management As a good manager, one must put extra effort to know Manpower (Human Resources) about all the operations he is involved in, and must Mansion (Health Facilities) have specific information about the activities and Money (Budget) practices of the organization. Minute (Time) Page 3 of 6  Physician-Manager - AdZU School of Medicine Gallego, Lee, Ismael 2029 Materials (Logistics) ○ Answers: why is the activity not done? Where Machinery (Equipment) did one go wrong? Methods (Processes/Procedures) Leader vs Manager Strategies vs Activities aims for change aims for stability Strategies ○ Broad concept focuses on leading people to focuses on how to manage ○ Approach on how to achieve goal reach goal work by following the process Activities ○ Specific concepts long term short term ○ Involves steps to attain a goal seeks vision seeks objectives Hierarchy of Strategic Intent Mission plans details defines organization’s purpose and primary objectives Relates organization to society in which it operates has charisma has authority appeals to heart appeals to head Vision reflect ideal image of the organization in the future passion to lead passion for work Philosophy wants achievements wants results ​Explanation of systems of beliefs that determine how a mission is to be achieved Qualities of a Leader Servant Leadership Goal Never motivated by manipulation or self-promotion Outcome statements that define the what an The extent of one’s influence depends on the depth of organization is trying to accomplish the leader’s concern for others Leaders must be willing to serve True servant leaders: Objectives ○ Put others ahead of their own agenda Very precise, time-based, measurable actions that ○ Possess the confidence to serve support completion of goal ○ Initiate service to others Must ○ Are not position-conscious ○ Be related to goal ○ Serve out of love ○ Be clear, concise and understandable ○ Be state in terms of results 1. Integrity - the leader’s life and word match ○ Begin with action verb 2. Justice - the leader rejects dishonest gain ○ Specify a date for accomplishment 3. Convictions - the leader’s values won’t allow him to ○ Be measurable accept bribes 4. Positive focus - the leader refuses to dwell on Policies destructive issues Statement of beliefs, values, and objectives of 5. Pure - the leader disciplines his mind to remain clean organization that causes the organization to act and pure, and have a heart with clear intentions 6. Secure - the leader is firm and stable in his identity Procedures and source of strength Process to be followed to accomplish policy objectives Leadership and The One-Minute Manager Increasing Effectiveness Through Situational Leadership Rules and Regulations Leadership Style - how a leader behaves when trying Expected behaviors of members to influence the performance of someone else Identifies limitations of actions Two Basic Leadership Behaviors: ○ Directive Behavior (DB) - involves clearly Monitoring vs Evaluation telling people what to do, how, when and Monitoring where to do it, and supervising their ○ Answers: is activity done? performance Evaluation ○ Supportive Behavior (SB) - involves listening to people, providing support and Page 4 of 6  Physician-Manager - AdZU School of Medicine Gallego, Lee, Ismael 2029 encouragement for their efforts, then facilitating their involvement in problem-solving and decision-making Skills to Become a Situational Leader ○ Flexibility - use a variety of leadership styles ○ Diagnosis - knows the needs of the people you supervise ○ Contracting - come to some agreements The Four Basic Leadership Styles 1. Directing - for enthusiastic beginners 2. Coaching - for disillusioned learners 3. Supporting - for experienced people 4. Delegating - for peak performers Diagnosing Development Levels Determinants of Performance Competence A function of knowledge and skills, gained from education, training, and/or experience. It is not something you are born with; it can be developed with appropriate direction and support. Commitment A combination of confidence and motivation; confidence is a measure of a person’s self-assuredness. Motivation is a person’s interest in and enthusiasm for doing a task well. Development Levels Combinations of competence and confidence The five steps to develop competence and commitment: 1. Tell what to do 2. Show what to do 3. Let them try 4. Observe performance 5. Praise progress Page 5 of 6  Physician-Manager - AdZU School of Medicine Gallego, Lee, Ismael 2029 The Three Secrets of One Minute Management Situational Analysis 1. One Minute Goals - Goals start performance in the Refers to a collection of methods that helps in right direction and permit a manager to analyze a developing a basis of understanding of the person’s competence and commitment to perform well environment in which a plan is delivered 2. One Minute Praisings - Praisings foster Can provide an appreciation of the risks and benefits improvements in the development level of individuals to the project and the organization and permit a manager to gradually change his Sometimes accomplished by a means of a SWOT leadership style from more direction (directing) to less analysis, which examines all aspects in relation to the direction and more support (coaching and supporting) success or results of the project in question to less direction and support (delegating). Defines and interprets the state of the environment of 3. One Minute Reprimands - Reprimands stop poor person or organization data from: performance and may mean that a manager has to ○ demographic statistics gradually move back from less direction and support ○ surveys (delegating) to more support (supporting) or more ○ interviews direction (coaching and directing). ○ ocular survey inventory SWOT analysis The Steps in Contracting for Leadership Style ○ Strength and Weaknesses (internal) Goal setting ○ Opportunities and Threats (external) Agreement on performance standards/measures ○ opportunities: external attractive Analyze individual development level factors that represent reason for Determine or match appropriate leadership style business to exist and prosper ○ threats: factors beyond your Differentiating Management and Leadership control that could place strategy Management is the efficiency in climbing the ladder of or business at risk success. Leadership determines whether the ladder is leaning against the right wall. (Stephen Covey, 7 Ways to Gather Information in Situational Analysis: Habits of Highly Effective People) 1. Records/Literature/Data Review 2. Ocular Inspection/Observational Tour Management Leadership 3. Interviews/Surveys 4. Inventory/Physical Check/Count - Controls or directs the - Is setting a new group according to direction for a group (a principles that have leader is the spearhead already been for that new direction) established - A leader may have bold, - A manager must know fresh and new ideas how each layer of the - Loyalty is gained by system works and taking responsibilities possess good technical such as celebrating knowledge even minor group - A manager may have achievements or giving obtained the position credit where it is due through time and loyalty to the organization Charts Describing an Organization Organogram - shows the relationship of the different positions in the organization ○ chain of command ○ from head up to grass roots Personnel Chart - shows the names of the staff and officials of the entire organization Functional Chart - shows the different functions of the different position items in the entire organization ○ documents role of each member ○ shows different functions of different staffs Page 6 of 6