Hospital Management PDF

Hospital Management Who Are Managers? Manager Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. Publishing as Prentice Hall 1–2 Classifying Managers First-line Managers Individual...

Hospital Management Who Are Managers? Manager Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. Publishing as Prentice Hall 1–2 Classifying Managers First-line Managers Individuals who manage the work of non-managerial employees. Middle Managers Individuals who manage the work of first-line managers. Top Managers Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. Publishing as Prentice Hall 1–3  Exhibit 1–2Managerial Levels Publishing as Prentice Hall 1–4 What Is Management? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Publishing as Prentice Hall 1–5  What Is Management? Managerial Concerns Efficiency “Doing things right” Getting the most output for the least inputs Effectiveness “Doing the right things” Attaining organizational goals Publishing as Prentice Hall 1–6 What Is An Organization? An Organization is : A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone). Publishing as Prentice Hall 1–7 The system Approach in organization 2-8 ‫‪Feedback= Measurement of success‬‬ ‫ﺍﻟﺘﻌﺮﻳﻒ ﺍﻟﻰ ﻓﻮﻕ‬ ‫ﻭﺍﻟﻰ ﻓﻰ ﺍﻟﺼﻮﺭﺓ‬ ‫ﻣﻬﻤﻴﻦ‬ ‫‪2-9‬‬  Organizational Vision and Mission Vision: Organization’s goals for the future described in measurable terms that clarify the direction for everyone in the organization It answers: 1- Where are we going? = dream 2- What do we want to become?” The vision statement should be 1. Short. 2. preferably one sentence.. 3. many managers as possible should have input into developing the statement. Mission: declares the overall, broad organization’s purpose or reason for existing, related to desired services, permitted services, availability of resources to meeting community needs, with evident commitment of governance and management to providing quality. It answers: 1. Why are we here? 2. Whom do we serve? 3. What do we do ? ,,_  Components of a Mission statement 1- Customers 2- Markets 3- Concern for survival , growth and profitability 4- philosophy 5- products of services 6- technology 7- self concept  Goals : general guidelines that explain what you want to achieve in your community. They are usually long-term and represent global visions such as “protect public health and safety.” Has no timing and related to organization vision and mission. Objectives : specific statements that detail how the goals will be achieved. define strategies or implementation steps to attain the identified goals. Unlike goals, objectives are specific, measurable, and have a defined completion date. They are more specific and outline the “who, what, when, where, and how” of reaching the goals SMART = Specific –Measurable –Appropriate –Realistic - Time bound. Detailed everything in the goal within specific time What Managers Do? Functions Manager’s Perform ‫ﺍﻟﺼﻮﺭﻩ ﻭﺍﻟﻜﻼﻡ ﻣﻬﻢ‬ 1. Planning 2. Organizing 3. Leading 4. Controlling  What Managers Do? Functions Manager’s Perform 1. Planning Defining goals establishing strategies to achieve goals developing plans to integrate and coordinate activities. 2. Organizing Arranging and structuring work to accomplish organizational goals. 3. Leading Working with and through people to accomplish goals. Leader concern with people. 4. Controlling Monitoring, comparing, and correcting work.  Mintzberg’s Managerial Roles 1. Interpersonal Roles Figurehead Leader Liaison 2. Informational Roles Monitor Disseminator Spokesperson 3. Decisional Roles Entrepreneur Disturbance handler Resource allocator Negotiator Publishing as Prentice Hall 1–16 Chain of command (who report to who) The continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization 2-17 Organizational Structure 1. Centralization 2. Decentralization 3. Employee Empowerment Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 9–18  Centralization and decentraization Centralization: decision making is concerned at a single point in the organizations Decentralization: decision making is pushed down to the mangers who are closet to the action. 2-19  Factors that Influence the Amount of Centralization and Decentralization More Centralization : 1. Environment is stable. 2. Lower-level managers are not as capable or experienced at making decisions as upper-level managers. 3. Lower-level managers do not want to have a say in decisions. 4. Organization is facing a crisis or the risk of company failure. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 9–20  Factors that Influence the Amount of Centralization and Decentralization More Decentralization 1. Environment is complex, uncertain. 2. Lower-level managers are capable and experienced at making decisions. 3. Lower-level managers want a voice in decisions. 4. Corporate culture is open to allowing managers to have a say in what happens. 5. Effective implementation of company strategies depends on managers having involvement and flexibility to make decisions. 6. Company is geographically dispersed.  What is SWOT? Tool for auditing an organization and its environment First stage of planning Helps marketers to focus on key issues. SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. Strengths & Weaknesses = INTERNAL factors Opportunities & Threats = EXTERNAL factors Types Of Meetings : 1- Information Dissemination 2- Decision Making 3- Problem Solving 4- Strategic Plans