HIM 2403 CLO 1 PDF

CLO 1 Objective Understand what is management, its basic functions and today's concept of organizational management. HIM 2403 Intro to Management In Healthcare How can we define management? “Art of knowing of what you want to do and then seeing that it is done the best and cheapest way” – F.W. Taylo...

CLO 1 Objective Understand what is management, its basic functions and today's concept of organizational management. HIM 2403 Intro to Management In Healthcare How can we define management? “Art of knowing of what you want to do and then seeing that it is done the best and cheapest way” – F.W. Taylor “To manage is to forecast, to plan, to organize, to command, to coordinate and to control” – Henry Fayol “Management is work and as such it has its own skills, its own tools and its own techniques” – Peter F.Drucker HIM 2403 Intro to Management In Healthcare Art Practical know how Technical skills Concrete results Creativity Personalised nature Management as an art helps in tackling situations Science Empirically Derived Critically tested Management as a science provides principals General principles Cause and effect relationship Universal applicability HIM 2403 Intro to Management In Healthcare The 5 M’s of Management 1. 2. 3. 4. 5. Money Manpower Materials Machinery Methods HIM 2403 Intro to Management In Healthcare What is a Manager? Managers are leaders who are responsible for helping organizations to achieve their goals HIM 2403 Intro to Management In Healthcare Start thinking about the difference between managers and leaders “Managers” vs “Leaders” HIM 2403 Intro to Management In Healthcare S Abed What is Management? Management is the process of working with and through people to achieve the organizations’ goals and objectives by coordinating available resources and effectively making decisions HIM 2403 Intro to Management In Healthcare What is Management in Healthcare? Healthcare management involves leading and directing healthcare organizations and staff to deliver effective and efficient patient care Important for managing costs, optimizing operations, complying with regulations, adapting to changes in the healthcare landscape HIM 2403 Intro to Management In Healthcare Key Healthcare Management Roles Common roles include healthcare administrators, medical practice managers, nursing managers, clinic managers, health information managers Responsibilities can include budgeting, staff supervision, quality improvement, managing operations and workflows HIM 2403 Intro to Management In Healthcare Key Management Skills Leadership and communication skills to direct teams Knowledge of healthcare regulations and financing models Analytical skills to track quality metrics and data to improve outcomes Technology skills to leverage solutions improving care and efficiency HIM 2403 Intro to Management In Healthcare Cost Management Managing expenses key for financial sustainability Budget preparation, analysis, forecasting, and cost reduction approaches Managing billing, claims, and collections HIM 2403 Intro to Management In Healthcare Quality Improvement Evaluation of patient health outcomes and satisfaction Implementation of solutions improving clinical processes and systems Ensuring patient safety and minimizing risks HIM 2403 Intro to Management In Healthcare Health Information Management Managing patient medical records, data, and information systems Ensuring data privacy, security protections, and regulatory compliance HIM 2403 Intro to Management In Healthcare Change Management Assessing organizational needs and readiness for changes in systems Planning, communicating, and providing leadership through periods of change Training staff on new processes and technologies HIM 2403 Intro to Management In Healthcare Future Trends Impacting Management Value-based care payment models and care coordination Use of artificial intelligence, predictive analytics, and big data Telehealth expansion improving access and convenience HIM 2403 Intro to Management In Healthcare The Five Functions of Management 1. 2. 3. 4. 5. Planning Organizing Staffing Leading Controlling 1. Planning  Thinking ahead and selecting future actions  Identifying goals and objectives  Stating premises and assumptions  Developing specific and detailed plans  Gathering and analyzing information to make decisions 2. Organizing  Deciding what activities are needed to reach the goals and objectives  Breaking work down into components  Dividing employees into work groups and assigning managers  Bringing together physical, financial and human resources to meet objectives  Developing organizational chart  Developing position descriptions 3. Staffing  Determining human resource needs  Recruiting, selecting, training, developing, promoting and paying the best employees  Laying off and terminating employees 4. Leading  Motivating, guiding and supervising staff  Communicating goals, objectives, plans and instructions  Attracting people to the organization  Creating good work conditions 5. Controlling  Monitoring performance  Setting planned performance standards  Comparing actual performance with planned performance  Taking corrective action to achieve objectives A little more about controlling… Controlling Hopefully within a positive environment so that the process is accepted as a normal part of routine Is a “forward looking” process – the manager hopes to prevent a problem before it happens (proactive) Managers try to anticipate deviations from plans Is a “feedback” mechanism for planning Is the “policing” operation in management When does Controlling start? Starts early – in the Planning phase Anticipate problems Guidelines are established to prevent going off course Develop policies to make sure everyone is doing the “same thing”! Close supervision & tight leadership at first How does a manager control? Manager uses rewards and positive feedback to motivate (encourage) conformity (sameness) Less control needed Manager develops control tools Inspections Control charts Work counts Special reports Audits Basic Control Process: It involves three phases that occur over and over 1. Establish standards 2. Measuring performance 3. Correcting action 1. Establishing Standards They give specific details about what is acceptable Helps employees understand what is expected How many hours are allowed to do this? (ie re-filing of clinic charts) How quickly must it be done? Speed and time limits (ie 1 200 lines of transcription completed per day) How much must be done? The quality that must be produced (ie code 20 charts a day) How many mistakes are allowed? (assigning duplicate hospital numbers) 2. Measuring Performance This involves comparing the work – (the goods produced or the service that is provided) – against the standard This might be with an employee’s evaluation o Does the employee know what they need to know i.o.t meet the standard? o Does the employee have enough resources to meet the standard? o Are there enough employees? 2…Measuring performance continued It should include client satisfaction: What do the patients have to say? Maybe through surveys. It may require inspections of what is being produced. It may require observation of employees at work. 3. Correcting action Does anything need to be changed in the employees practices? Is any new training required? Is there equipment that needs to be fixed or changed? Do we have to hire more people? Do we need better quality of the raw goods that we use? Do we need to switch supplier of equipment? Functions of Management – a summary Planning, Organizing, Leading & Controlling Leading Planning Attracting people to the organization. defining goals and objectives Specifying job responsibilities deciding what type of activities the Grouping jobs into work units company will engage in Marshalling and allocation of resources determining the resources needed to Creating good working conditions achieve the organization’s goals & objectives. Controlling Monitoring performance of people & Organizing units. Directing, motivating, and Provision of feedback or information about progress. communication with employees, Identification of performance individually & in groups. problems & actions to correct Conflict resolution. problems. Watch this video about the functions of management! https://www.youtube.com/watch?v=AeHuH39M4QQ Levels of Management Board of Directors Managing Director TOP MANAGEMENT Executive Directors MIDDLE MANAGEMENT Marketing Manager Finance Manager Personnel Manager Branch Manager Chief Accountant Labor Officers Sale Officers Finance Officers LOWER MANAGEMENT Functions of Top Level Management 1. To provide a basic sense of direction to the activities of the company by setting its long range mission and translating into clear set of objectives 2. To design the organization structure of the company in terms of differentiated and integrated activities, role of various positions, authority & responsibility between them 3. Top management must ensure the quality of personnel in terms of their skills, orientations and commitment 4. To ensure that the resource conversion and exchange systems are designed and operated efficiently 5. Periodic review of objectives for necessary modifications is a part of this function Functions of Middle level Management To interpret and explain the plans and policies formulated by top management To monitor & control the operating performance To cooperate among themselves so as to integrate the various activities of a department To train, motivate and develop supervisory personnel; and To lay down rules & regulations to be followed by supervisory personnel. Functions of Lower Level Management 1. To plan day to day production within the goal laid down by higher authorities 2. To assign jobs to workers and to make arrangements for their training and development 3. To issue orders & instructions 4. To supervise & control workers’ operations and to maintain personal contact with them 5. To arrange materials and tools and to maintain machinery 6. To advise & assist workers by explaining work procedures, solving their problems etc. 7. To maintain discipline and good human relations among workers 8. To report feedback information and workers’ problems to the higher authorities. Organizational Life Cycle: 1) 2) 3) 4) Gestation Youth Middle Age Old Age Gestational Phase Still not a formal organization with a strong boost to become formal strong and committed leadership and willing membership strong identification with new organization highly innovative period Youth Phase continued enthusiasm and positivity creativity channeled toward organizing strong sense of solidarity (sense of togetherness) intensification to become formal new generation of workers who need orienting to the value system need for formal and informal channels of communication inevitable modification of original plans concern for organizational survival Middle Age Phase highly bureaucratic very stable increased number of traditions Old Age Phase intense concern for organizational survival loss of clients resulting in further loss of resources attention to alternate job placement for workers formal closure proceedings managers in a caretaker role Partners of an Organization partners for the organization are: Clients Suppliers Advisors Controllers Adversaries CLIENTS (Direct, Secondary, Remote) DIRECT CLIENTS (Patients, Physicians) SECONDARY (families of patients, health professionals, sponsoring institutions, students and researchers REMOTE / NEW CLIENTS (physical therapy clients, elderly care, sports therapy, home health agencies) SUPPIERS (Resource, Associates, Supporters) RESOURCE SUPPLIERS (raw materials, money, referrals doctors, hospital transport) ASSOCIATES (specialized centers, other health services, professional journals) SUPPORTERS (professional associations, prominent figures, community service organizations) ADVISORS Provide advice in: Guidelines, data analysis, sample procedures, model legislation. Examples: admin, insurance. CONTROLLERS INTERNAL EXAMPLES (unions, governing boards) EXTERNAL EXAMPLES (government regulations, accreditation bodies) ADVERSARIES OPPONANTS (example: against location, activity or procedures) RIVALS / COMPETITORS (other forms of institutions, other methods of treatment) Major trends in healthcare management 1. 2. 3. 4. 5. 6. Changes in client characteristics Regulation of health care Reimbursement patterns and mandates Restructuring of healthcare organizations Ongoing social and ethical factors Impact of technology Mergers and Affiliations MERGER: two or more corporate entities blend to create one new organization. Example: Disney and Pixar = success Example: Chrysler and Benz = failure AFFILIATION: formal agreement between facilities to coordinate and share activities while remaining separate corporate entities. Impact of Technology “eVisits” and “digital doctor” Translational medicine Data Warehousing Data Mining “real-time” interventions Common language and standards: standard vocabulary and classification systems National information infrastructure: to capture, access, use, exchange, and store data Threats to Survival of organizations: lack of strong, formal leadership too rapid change either internal or external shifting client demand competition high turnover rate