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SV-Supervision.pptxHSMP 3200
Supervisors and Managers: Job, Roles, Functions Authority and Responsibility
Healthcare is a dynamic and rapidly changing environment:
New care delivery models- what are examples?
Increased managed care – what is “managed care”?
Reimbursement changes (what is reimbursement?)
Increased regulation
Advancing technology
Shortage of some healthcare professionals
Facility mergers and closures
The Healthcare Environment
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Supervisors are responsible for coordinating technical, clinical and professional operational changes created or resulting from this dynamic and constantly changing environment.
Changing Role of Healthcare Supervisors
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Supervisors are employees in the organization who direct and oversee:
the output of a defined group of workers (nursing unit staff)
or
the operation of an organizational function (e.g. patient registration, food services, purchasing etc. ).
There can be multiple levels of supervisors depending on the size of the company and scope of assigned responsibilities.
Supervisors may also have “managerial” duties and responsibilities which we will discuss shortly.
What is a supervisor?
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Be a competent boss or team leader
Includes having technical, professional, and clinical competence to manage departments or organization
Be a competent subordinate
Support superior; keep him/her informed
3. Serve as a connecting link between staff and the next level up
Communication vehicle (two-way)
4. Maintain satisfactory working relationships with peers and superiors
Facilitate teamwork with others to reach organization’s goal
4 Dimensions of a Successful Supervisor
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Interpersonal (“people”) skills:
Effectively working and communicating with individuals and entities both within and outside the organization.
Technical skills:
Fully understanding all clinical, technical and administrative aspects of the work to be done.
“How work should be performed, not necessarily how to do every job function”.
Conceptual/Decision making skills:
Perception of the “big picture” and effectively using information to make decisions and take appropriate action.
Supervisor Skill Set
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Dual track of leadership hierarchy: reports to two chains of command.
Administrative leadership (what does this mean?)
Medical staff (doctors) (why is this different than #1?)
Decisions often affect patient safety and lives.
Must address patient and family expectations.
Must address subordinate staff needs and demands.
And do all this in a rapidly changing environment.
Challenges of a Supervisor
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Management is a set of processes for getting things done through and with people by directing and motivating the efforts of the individuals toward common objectives.
Managers have to provide a climate that is conducive for employees to achieve, to be recognized, and to have companionship.
This definition applies to managers in any environment (Not just health care).
What is Management?
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That is a tricky question:
The “role” of a manager goes beyond the technical and/or professional skill set of a supervisor.
At the same time any supervisory position also requires a set of basic managerial skills.
Supervisor vs. Manager
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Managers manage:
People (workforce)
Materials (supplies, technology)
Assets (equipment, machinery, facilities)
Information (in many categories)
Physical plant (facilities)
Funds (money)
Managers
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First and foremost: To keep abreast of everything that influences his/her profession.
Requires three essential types of skills:
Technical skills
Human relation skills
Conceptual skills
Manager’s Role
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Simply put: Knowing how work is to be performed correctly, effectively and safely.
Technical Skills
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This means:
Being able to effectively work with and motivate people toward desired goals or objectives.
HR Skills
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And finally,
The ability to visualize the big picture and understand how one department or individual fits into it
Conceptual Skills
These three skill sets are applied through: Five fundamental functions of management and Assigned authorities
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1. Planning: Determining in advance what should be done in the future.
2. Organizing: Determining how the work is to be accomplished and arranging resources to carry out the plan.
3. Staffing: Recruiting, selecting, and preparing employees to fill various positions.
Foundational Functions of Management
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4. Influencing: Motivating individuals to perform their assigned duties.
5. Controlling: Ensuring the plans that were established are followed and accomplished or taking corrective action when deviations or shortcomings occur.
These are commonly known tenets of administrative management and you must be intimately familiar with each of them.
Foundational Functions of Management
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Planning is determining in advance what should be done in the future.
You establish goals, objectives, policies, procedures, budgets, etc.
You contemplate and select a course of action from a set of available alternatives
Involves “thinking” before acting.
Planning is critical in order for the other four managerial functions to work effectively.
Planning Function
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Organizing refers to determining the way work is to be accomplished and arranging resources to “get the job done”.
You are designing a structural framework for completing the work.
There are fundamentals you must know…
Organizing Function
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Specialization: A technique used to divide work activities into easily managed tasks
Departmentalization: Grouping activities and people according to the needs of the organization or its customers
Span of Management: Defining the optimum number of subordinates a supervisor can effectively manage
Fundamentals of Organizing
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Authority Relationships: Determining who will supervise whom and direct the activities of others
Responsibility: Assigning to individuals an obligation to perform certain duties
Unity of Command: One person–one boss
Line and Staff: Those who direct (line) vs. those who advise (staff).
Fundamentals of Organizing
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The Staffing function involves:
Selecting, hiring, training, evaluating, developing and promoting your workers.
This function must:
be accomplished within allocated financial resources (budget).
Include guidance and assistance by the Human Resources department. (We will discuss Human Resource management later in the course)
Staffing Function (obtaining a workforce)
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This function is sometimes referred to as leading, directing, or motivating your employees.
The objective is to achieve optimal quality and performance through your workers.
Done properly, influencing requires the most time and effort.
Influencing Function
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Controlling is the mechanism for the feedback and evaluation component of managing.
This is how you determine how well your area of responsibility is performing.
Ensures that plans are followed, performance is meeting expectations, and objectives are being achieved.
Includes taking corrective action and modifying the course of action when warranted.
Controlling Function
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Authority is the right to act and to direct others.
Authority is assigned to a position—not to an individual. (Think about this a minute).
Includes power to impose sanctions if individuals do not follow the directives.
Authority differs from responsibility.
Authority
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Responsibility is the obligation to perform a job or duty or achieve a certain goal that one has been assigned and/or agreed to undertake.
You may use authority to direct others to assist you.
You may delegate authority to others so they can direct others or use resources to complete the work that must be done.
But, you cannot delegate responsibility - it remains with the person who was originally assigned and accepted the task or goal.
Responsibility
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