Week 1 Contemporary issues in healthcare management.pdf

Introduction to Management and leadership Contemporary Issues In Healthcare Management Dr. Dania Qutishat  What is management? The science and art of guiding the human and physical resources of an organization toward satisfying the health related needs and expectati...

Introduction to Management and leadership Contemporary Issues In Healthcare Management Dr. Dania Qutishat  What is management? The science and art of guiding the human and physical resources of an organization toward satisfying the health related needs and expectations of the clients.  Think! Why should we learn about management and leadership?  Management opportunities Manage own business Manage several practices as area/ regional managers in a large rehabilitation corporation Manage units of large healthcare organizations Manage rehabilitation field operations (staff are not physically in the same locations) Unit supervisor OR Team leader  Health care setting Top/ upper level management (CEO) Mid management Line management Why bother to be a manager? “The work of managers is like multiplying the satisfaction of direct patient care a thousand fold”. It gives you a broader sphere of influence.  Novice health professionals as Managers What are the healthcare managerial skills required for new physical therapist graduates?  HLCM 1. Communication and relationship management 2. Professionalism 3. Leadership 4. Knowledge of the healthcare system 5. Business skills and knowledge  HLCM Transformation Visioning, energizing, stimulating a change process that coalesces communities, patients & professionals around new models of healthcare & wellness. Achievement Orientation Information Seeking Analytical Thinking Innovative Thinking Community Orientation Strategic Orientation Financial Skills  HLCM Execution Translating vision & strategy into optimal organizational performance. Accountability Initiative Change Leadership Organizational Awareness Collaboration Performance Measurement Communication Process Management & Impact and Influence Organizational Design IT Management Project Management  HLCM People Creating an organizational climate that values employees from all backgrounds & provides an energizing environment. Leader’s responsibility to understand his impact on others & to improve his capabilities & the capabilities of others. Human Resources Self-Confidence Management Self-Development Interpersonal Understanding Talent Development Professionalism Team Leadership Relationship Building Transitioning: Patient Care Management Dual clinician-manager role Discipline-based leader exclusively managing others with the same clinical skills & responsibilities. Healthcare managers from any discipline expected to have generic managerial skills applied across organizational units of mixed health professionals.  Transition to a manager Formal graduate education (degrees) Learn the skills by experience Self-study In-house training Mentoring It is some combination of all of these strategies.  Mentoring Sponsor Coach Protector Exposer Challenger Role model Counselor  Mid-level healthcare managers 65% people management 10% financial analysis 25% special projects & administrative work.  Think! Think about the following statements. Do you Agree or Not? WHY?  People Management Skills People like to be told what to do. Health professionals know everything about patient care. Managers should demand from their employees new approaches to achieve the organisation's goals.  Think! What can managers do then?  Managers should…. Sustain the best interests & qualities of individuals in their work performance so that the organization can then sustain its collective purpose and interests.  Think! HOW can managers manage people effectively? WHAT are the qualities that you expect to see in a manager?  HOW? Keeping People Happy  WHAT? Integrity and trust Empowerment and delegation Consistency in decisions and mentorship  Integrity Adherence to ethical standards. Decisions and actions of managers with the highest levels of integrity are consistent, methodical, and backed by clear explanations for them.  Trust Consistency. Managers must: Do what they say they are going to do. Respect the needs of their employees & make a commitment to meet them. Provide an explanation if they cannot keep a commitment.  Industriousness Initiate (Proactive vs. Reactive) Delegate (Effective and avoid mistakes)  Think! A good manager has… The ability to enjoy a worry free extended vacations. A good manager should… Be able to work anytime even during vacations.  Delegation Dumping style Good performers Ineffective performers  Think! When and what to delegate? When and what NOT to delegate?  Communication What? Types? With whom? Why? Aim? How? Method? When? Frequency?  Aim of communication Duties and responsibilities Level of authority Sharing information Feedback Types of communication Methods of communication Why? Whom? When? Social media?  Discuss! “…For example, the position of director of physical therapy seems to be outdated in large healthcare organizations. Instead, a physical therapist may be the manager of all of the staff from different disciplines in a rehabilitation unit of a hospital or nursing home or lead a specialty team for patients with joint replacements or with open-heart surgery.’’  Discussion time What do you think? Have you seen this example before? Will this happen in Jordan? What are the barriers?  Think! “…..In all cases, again, the mid-level manager must assume responsibility for initiating and sustaining this communication.’’ Think about the qualities that enable the manager to do this?  Issues in management Diversity - Ethnic and Racial (Examples?) - Generations gap Finance  Think! Is it better to have a diverse practitioners working together? Image of the institution Quality of service. Impact on the management.  Diversity “….The potential for others to perceive managers as playing favorites with staff who are of the same racial or ethnic group may become an issue if they do not communicate job descriptions, performance criteria, and other requirements clearly and consistently to everyone…..’’ WHY?  Finance What do you think about this?  Manager, practitioner, patient triad The patient does not say, “Wow, that was a great Manager sensory integration session!” Rather, a patient says, Performance or quality of service “Wow, everyone really took good care of me.” Practitioner Patient  Executive Manager Most of the therapists are satisfied with the mid- management level. Why? What is the role of an executive manager?  10 competency domains: Governance. Healthcare environment, General management principles for healthcare delivery and day-to-day operations. Business skills of planning, marketing applied to healthcare. Professionalism and ethics to align personal and professional behaviours. Human resources to recruit, retain, and develop clinical and non-clinical staff. Finance Healthcare technology and information management Quality and performance improvement (benchmarks, implement performance improvement, and provide high quality patient care). Laws and regulations.  References Page C, (2015). Management in Physical Therapy Practices. 2nd edition/ Chapter 1.