Please help with Health Management
ccobbs26
Chapter3NatureofSupervisionHealthcareandEverywhere2.pptChapter 3
- Identify the differences between a functional specialist and management generalist
- Define the Peter Principle
- Characterize the differences of managing in healthcare versus industry
- Discuss the difference between people centered and production centered management
- Verbalize the career path of healthcare managers
Are we born to watch?
or
Are we born to work?
Actually no one is born to oversee the work of others.
For some “managing”, “overseeing”,or “supervising” is not considered “real work”
The ability to do manual, technical, or professional work well is not a guarantee that the same individual is equally talented to be a good manager.
Being a manager is a skill, requires talent, and often a gift.
Because the goal of managing is to watch over others, management is often not considered a profession in itself.
- First line manager/supervisor often functions as a worker and a manger / supervisor.
- Two Roles
- Functional Specialist
- Management Generalist
- When one performs both tasks, managing and hands-on work, they are known to wear two hats
- Functional specialist—is a worker who is responsible for performing non-managerial tasks in their particular field of training (nursing, housekeeping, accounting, etc.).
- FUNCTIONAL SPECIALIST
- The employee with no supervisory responsibility is a pure functional specialist.
- FUNCTIONAL SPECIALIST
- A worker
- Responsible for completion of specific tasks
- Works in a designated occupation
- Management generalist—is a worker who is concerned with tasks that are common to many departments and activities and that usually involve guiding and directing the work of others.
- Tasks such as staffing, scheduling, budgeting, etc.
- MANAGEMENT GENERALIST
- Manager / Supervisor
- Guides and directs the work of others
- Has a working knowledge of several tasks
- MANAGEMENT GENERALIST
- Very rare to have a pure management generalist
- The higher one goes up the ladder, management becomes more pure
- Most managers are well prepared for their functional specialty responsibilities, but have little managerial training
- In healthcare many managers have non-managerial duties as well as managerial duties
- Management as a profession in general is not well defined and is not always accepted as a true occupation
- It is rare for a first line manager to be a management generalist
- First line managers often manage and also have many non-managerial duties
- First line managers often experience difficulty in their new role and tend to wear two hats
- Do all technical competent practitioners make good managers?
- Who is best qualified to manage the work of the department?
- The best workers tend to be promoted to manager
- As the text states “In a hierarchy, every person tends to rise to his level of incompetence”
- It is not a guarantee that a good worker will be a good or effective manager
- Careers are entered with much preparation, but most managers become managers with little preparation
- Working-Trap—Being stuck between managing and functioning as an employee
- When assigned managerial duties and also non-managerial duties a manager ends up in a “working trap”
- When a manager preforms both managerial and non-managerial duties the manager tends to lean one way more than the other
- Managers must always believe that work gets done through and with people
- When a manager is more comfortable with functional duties the managerial duties often suffer
- Manager’s tasks are often thought of as being easy
- Developing a plan for task completion
- Delegating
- Following through
- Listening
- Determining if corrective action is needed
- Coaching and correcting
- Evaluating employees
- The list continues……….
- The organization's clients
- To assure the best care possible at the lowest cost to the client
- The organization’s employees
- To assure that employees are safe, treated and paid fairly, provide approval and recognition
- A board of trustees
- To assure they are guardians of the organizations resources
- The community it serves
- To assure the most innovative methods are employed to meet healthcare needs
- Themselves
- To stay current and knowledgeable of the latest healthcare trends
- Healthcare is different from industry in one critical dimension: health care is hands-on and personal
- Healthcare is People Centered versus Production Centered
- Healthcare is varied versus repetitive
*
- Healthcare deals with many self-directed professional employees
- Inputs and outputs are less definable
- Healthcare managers need to rely more on interpersonal skills
- Having a liking for your work contributes to being a successful healthcare manager
- The healthcare manager is affected by
- The need to manage both technical and professional employees that work in the same environment
- The geographic mobility of the department’s employees
- The extent of variability of the department’s work
- The end product of all business is people and healthcare has a more direct line to people than industry
- Healthcare management is getting things done through and with people
- Healthcare focuses on the customer
- Healthcare has an immediate impact on quality
- Is it a job or a career move?
- Is this a step to a long and rewarding career?
- Is this a step until something better comes along?
- Successful careers just don’t happen; you need to plan where you are going
- A growth oriented manager concentrates on doing the present job well while preparing for the next job
- Careers: Ladders and Tracks
- In healthcare career ladders or paths can be limiting and limited
- Limited by specialty knowledge, many career paths are short with a few steps from entry to the top
- As one moves up the ladder there are typically less positions
- Movement upwards is often competitive
- Which way do you face?
- Upward
- Enhanced visibility of the manager to higher management
- Where one perceives the manager’s “rewards” come from
- Downward
- Toward the work group “where the action is”
- Where most of the manager’s attention belongs
- Facing Upward or Downward
- The pressure to face upward or downward is not equal
- No guarantee that facing upward or downward is correct for that time
- Facing Downward
- To your direct reports
- To the department’s clients
- The responsibilities of your position
- Facing Upward
- A natural tendency
- At times is necessary and appropriate
- Can be essential
- Don’t detract from managerial responsibilities
- A matter of motivation
- Moving up the ladder or not is a product of individual motivation
- For each move you make you need to ask yourself if this was the correct step
- What we aspire to and what we attain are often different
- We may believe that we want to move up the ladder, but we do not know for sure until we get there
- The Balancing Act
- We often are more loyal to our careers versus organizations
- Balancing your needs and the needs of the organization can be difficult
- Since work always needs to be done it is easy to get consumed by work
- Remember the Supporting Skills
- To do your current job and jobs in the future basic management skills are a must.
- Skills most valuable for any position include:
- Interpersonal Communication
- Writing
- Public Speaking
- Make Yourself Valuable
- Your boss can be essential to your development
- Delegation / empowerment build your skills and strengths
- Be valuable to your boss, understand what they do and show what skills you have to assist them
- Your advancement may be dependent on your boss's attitude.
