Leadership and Management PDF

LEADERSHIP AND MANAGEMENT Week 1: Management I and II Prepared by: ALEEZA Lecturer: Dr. Maryam Lizbeth R. Lee-Sahijuan, MD August 10, 2024...

LEADERSHIP AND MANAGEMENT Week 1: Management I and II Prepared by: ALEEZA Lecturer: Dr. Maryam Lizbeth R. Lee-Sahijuan, MD August 10, 2024 Define Management Disturbance Handler  Getting things done - have to make decisions which arise from events beyond  Saying what needs to be done and getting it done their control, and unpredicted  Getting people to work harmoniously together and Resourse Allocator Role making efficient use of resources to achieve objectives - To make decisions about the allocation of money, people, PODC  0 Planning, 0organizing, 0 directing, and0 controlling: the art of equipment, time, and so on. getting things done by and through people (WHO, 1993:5) Negotiation Role  A systematic process of using resources with judgment, to - Has to negotiate with other and in the process, make achieve objectives. decisions about the commitment of organizational  Good management is to organization what health is to the resources body — the most functioning of all its part (McMahon et al, 1992:3) Management Functions  The WHO defined management as: getting things done 1. Planning through people - Process of determining the organization’s objectives and deciding how to accomplish them. - Objectives: results desired by organization - Mission: organization’s purpose and philosophy - Common and elaborate organizational objectives: o Profit, competitive advantage, efficiency, growth o Service, ethics, community responsibility a. Strategic Plans  Executive level managers Roles of a Manager  Establish the long-range objectives and overall Key Areas Roles strategy to fulfill firm’s mission Engaging in interpersonal 1. Figurehead  2-10 years forward-looking contact 2. Leader  Sustainability 3. Liaison person  Diversification, divestiture, mergers, acquisitions Processing information 4. Monitor b. Tactical Plans 5. Disseminator  Short-range; strategy implementation 6. Spokesperson  1 year or less Making decsisions 7. Entrepreneur  Environmental change 8. Disturbance Handler 9. Resource allocator  Periodically reviewed and updated 10. Negotiator c. Operational Plans  Very short-term; actionable, specific Interpersonal  Individuals, work groups, departments -covers the relationships that a manager has to have with  1 month, 1 week, 1 day others  Achieve tactical plans Figureheads Crisis Management Contingency Planning - Because of their formal authority and symbolic position  Focus on potential disasters representing the organization  Loss of water supply, electricity Leaders  Epidemics - Bringing together the needs of an organization, and those  Fire, earthquake, terrorist attack of the individuals under their command.  Unethical/illegal employee activity Liaison 2. Organizing - A manager has to maintain a network of relationships - Structuring of resources & activities to accomplish outside the organization objectives efficiently & effectively. Processing Information 3. Staffing - Manager is an important person in monitoring what goes - Hiring people to carry out the work of the organization. on in the organization, receiving information about both Importance: external and internal events, and transmitting it to others. a) Recruiting This process of transmission is the dissemination role. b) Determining skills - manager often has to give information concerning the c) Motivate & train organization to outsiders, taking on the role of d) Compensation levels spokesperson to both the general public and those in Downsizing: elimination of significant numbers of positions of influence. employees (rightsizing, trimming the fat) Making Decisions 4. Directing  Most crucial role - Motivating and leading employees to achieve Entrepreneur organizational objectives. - Someone who finds new ways of doing things Motivation - Initiate change and take an active part in deciding exactly  Incentives (raise, promotion) what is to be done  Employee involvement (cost reduction, customer service, new products) LEADERSHIP AND MANAGEMENT Week 1 Prepared by: Aleeza  LEADERSHIP AND MANAGEMENT Week 1: Management I and II Prepared by: ALEEZA Lecturer: Dr. Maryam Lizbeth R. Lee-Sahijuan, MD August 10, 2024  Recognition and appreciation 5. Controlling Management Positions - Process of evaluating and correcting activities to keep - Not confined to the top level organization on course - Lower level managers have less authority than higherlevel Five activities: managers whose scope of responsibility is much greater. a. Measuring performance - Example: Medical Director is in charge of several areas like b. Comparing performance against standards RODs, Nursing Service, Ancilliary service, but a Medical c. Identifying deviations from standards Records officer is only responsible for the function of d. Investigating causes of deviations patient medical records e. Taking corrective action Functional Organizational Structure Management II - Most common organizational structure Health Care Management - Defines the function carried out and the key management - is a profession that provides leadership and direction to positions assigned to these functions organizations that deliver personal health services and to - Pyramid shaped hierarchy divisions, departments, units or services within the - Strict chain of command and line of reporting which organizations ensure that communication and assignment and - Healthcare managers shape the organizations by making evaluation of tasks are carried out in a linear command important decisions like recruitment and development of and control environment staff, acquisition of technology, service additions, and - Specific divisions of labor and clear lines of reporting and reductions. accountability Domains of Health Services Administration Organizational Chart External Internal 0 Community/demographics Staffing 0 Licensure Budgeting 0 Accreditations Quality services > o Regulations Patient satisfaction o· Stakeholder demands Physician relations 0 Competitors Financial performance o Medicare Technology acquisition Managed care New service development organizations/ insuers Focus of Management 1. Self: Six Management Functions - the individual manager must be able to be effectively 1. Planning: sets a direction and determine what needs to be manage himself/herself. accomplished - managing time, information, space and materials; being 2. Organizing: refers to the overall design of the organization responsive and following through with peers, supervisors for which the manager is responsible. and clients. 3. Staffing: acquiring and attaining human resources - maintaining a positive attitude and high motivation 4. Controlling: monitoring staff activities and taking - developing and and applying appropriate technical, appropriate actions for corrective action to increase interpersonal and conceptual skills and competencies and performance being comfortable with them in order to effectively move 5. Directing: initiate action in the organization through on to the next level- that of supervising others. effective leadership and motivation of, and 2. Unit/Team Work Level communication with subordinates - involves managing others in terms of effectively 6. Decision-making: making effective decisions based on completing the work consideration of benefits and the drawback of - Assigning work tasks, review and modifications of alternatives. assignment, monitoring, review and identification of assignments, monitoring and review of individual Levels of Management performance and carrying out the management functions - where the actual work gets done - Performance reflects the interaction of the manager and the employee. - incumbent on the manager to do what is needed to shape the performance of individual employees at this level 3. Organizational Level - Managers must work together as part of the larger organization to ensure organizational level performance and organizational viability. LEADERSHIP AND MANAGEMENT Week 1 Prepared by: Aleeza LEADERSHIP AND MANAGEMENT Week 1: Management I and II Prepared by: ALEEZA Lecturer: Dr. Maryam Lizbeth R. Lee-Sahijuan, MD August 10, 2024 - The success of the organization depends upon the success - Finding and nurturing leadership talent within their of its individual parts and effective collaboration is needed organizations who can assume the responsibility and carry to ensure that this occurs. forward the important work of the organizations - The range of clinical and nonclinical activities that occur Practice to address leadership succession needs: within the healthcare organization requires that managers 1. Mentoring program who head individual units work closely with other unit - having mentors is essential to capturing the necessary managers to provide services. scope of expertise, experience, interest and contacts to - Sharing of information, collaboration and communication maximize professional growth (Brscio & Sherer, 2003) are essential for success. The hierarchy looks to the - Mentoring middle level managers is helpful in preparing contribution of each supervised unit as it pertains to the those managers for future executive leadership roles whole. (Kubika, 2008) 2. Formal leadership development programs Role of Manager in Talent Management - intended to identify management potential throughout an - Beyond recruitment, managers are concerned about organization by targeting specific skill sets of individuals developing and retaining those staff who are excellent and assessing their match to specific jobs performers - Talent reviews STRATEGIES Formal Methods Informal Methods Common Causes of Management Problems in the Workplace 1. Employee Performance Issues Training Programs Periodic employee reviews - Managers are in charge of making sure that their Assisting with hands-on Soliciting employee employees meet expectations leadership feedback - and complete their work in a timely and professional Continuing medical Employee suggestion manner. education programs - uncover the reason for poor performance and create a Role of Manager in Ensuring High Performance plan for improvement -confronting employees about Goals and objectives are desired end points for activity and performance issues without discouraging them requires reflect strategic and operational directions for the dedication. organizations. - managers to consistently follow through with the strategy - They are specific, measurable, meaningful, and time- they choose to solve the issue. oriented. 2. Hiring choices - Griffith (2000) refers to high performing organizations as - understanding how to make difficult hiring choices is a key being championship organizations. to building a successful team at work Performance Measures 3. Showing authority - Governance and strategic management - Transitioning to a leadership position and establishing - Clinical quality including customer satisfaction authority is a challenge every new manager will have to - Human resources face - Financial planning and marketing 4. Team Conflicts - Clinical organizations - Resolving team conflicts is a particularly difficult problem - Information services because you should try to remain objective and avoid - Supplies taking sides or alienating an employee. Example of measures a. Medication errors Management Solutions and Approaches to Solve Problems b. Surgical complications 1. Consistent Communication c. Staff turnover rates - communicate clearly with your team - set expectations d. Revenue growth - provide constructive feedback. - set professional e. Employee satisfaction standards f. Patient satisfaction - develop a positive workplace environment g. Market share 2. Modeling good behavior h. Profit margin - Many workplace problems can be improved when a 5 Key Steps in Performance Management Process manager builds trust and demonstrates leadership by (Ginter, Swayne and Duncan (2000)) modeling the behavior they expect from their team 1) Set objectives 3. Seeking mentorship 2) Measure performance - pursue mentorship from people whose professional skills 3) Compare performance with objectives you admire. 4) Determine reason for deviation 4. Leadership Training 5) Take corrective actions - The best leaders are willing to commit to improving their own skills in order to create a team culture that is focused Role of Manager in Succession Planning on growth and overcoming obstacles. Succession Planning: refers to the concept of taking actions to ensure that staff can move up in management roles within the Managing Change organization - Leadership is one of the main factors in bringing positive change to the organization; LEADERSHIP AND MANAGEMENT Week 1 Prepared by: Aleeza LEADERSHIP AND MANAGEMENT Week 1: Management I and II Prepared by: ALEEZA Lecturer: Dr. Maryam Lizbeth R. Lee-Sahijuan, MD August 10, 2024 - If there is no leadership in the organization they will not be able to change in the direction they desire and could experience negative change instead. - Leadership and management are two different aspects. Management is more like the traditional way of managing business, which the owner of the business has complete control of the organization, and will single-handedly establish a direction and direct their employees to do their work in accordance to the owner’s instruction. Leadership on the other hand, revolves around vision, ideas, direction, and inspiration; it establishes direction and motivates others to achieve organizational goals rather than a focus on day-to-day implementation of those goals. - It is when the leader guides their employees towards the organizational goals, all the while trying to communicate and motivate their employees in order to make sure their employees are in the right position to use their talents and commit to their jobs. “Managers are people who do things right and leaders are people who do the right thing.” - Change management in an organization can be defined as an approach to deal with change in two different areas - the organization and the individual, with individuals and the overall organization adapting to change at their own pace and style (Rouse, 2014). 1. Adapting to change: determining the individual readiness to adapt to the changes and their willingness to commit to the change. 2. Controlling the change: implementing it in daily life. 3. Effecting the change: to sustain the change and to get used to it in life. (Hritz, 2008) LEADERSHIP AND MANAGEMENT Week 1 Prepared by: Aleeza