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week_five.pptxHealthcare Leadership
Live Class Session Week Five
Dr. Kim
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Overview
Topic this week / Healthcare Leadership
Project to date
Summary
Next Week
Content Added to Classroom
Questions
Agenda
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Privacy
Social media
Quality
Training
Ethics
Goals and Objectives
Overview
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There are three elements to this part of the project:
In 1-2 pages, describe 3 objectives for your plan. Using the guidelines provided this week in the lecture, test each objective and include your results with the objectives.
After developing a set of objectives, the strategy necessary for accomplishing those objectives must be formulated. Based on the strategy template presented in the lecture, in 1-2 pages describe the elements of your strategy. Here is where you give a synopsis of your plan, what you want to do, how you want to do it, in broad terms.
Develop the action plan for your strategic plan. The action, or operational, plan identifies exactly what services will be provided and the exact nature of those services. Write 1-2 pages where you describe your action plan.
Weekly Assignment
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Trait theories are based on qualities of an individual person. It is believed that people are born with certain traits or characteristics that will allow them to lead. There have been studies of what people think are the best leadership traits that an individual needs to lead.
The trait leadership theories assumes there are certain traits that all leaders need to have whether in a war, a company or in a classroom. Also, one situation might require a leader to have a group of traits that might differ from another situation.
Trait Leadership
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Some of the traits or characteristics are:
Intelligence
Accepts responsibility easily
Understands the needs of followers
Able to motivate people
Trustworthy
Good decision maker
Self confident
Assertive
Flexible
Need for power
A look at some traits
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Behavioral theories looked at how leaders behaved which developed into different leadership styles. In essence, they define leadership as learned, not something you're born with.
With behavioral theories, a leader can't just choose one style and use it. The type of work, environment and the people all determine which style can be used. Not every leader can move from one style to another based upon circumstances.
Behavioral Leadership Theories
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There are four styles:
Focus on the work - where leaders plan and organize people to get the job done in the most efficient manner.
Focus on the people - where leaders make sure the workers needs are met, they are happier and will put more effort into getting the work done.
Direct leader - where the leader makes all the decisions for others and expects them to follow.
Participative leader - where the leader gets the input from others to make a plan or decision to benefit everyone as a whole.
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Styles of Behavior
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Situational theories lean towards the different styles of leadership. The type of leadership needed changes from situation to situation. Those leaders that could adapt to the different situations were the most sought after people.
Just having different styles of leadership isn't enough. That person must be able to apply the leadership style to the various situations and plan out where they can take control and influence the people.
By looking at Hersey and Blanchard's leadership styles you can see that situational leadership follows the same styles as the behavioral theories.
Situational Leadership Theories
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High Task, Low Relationship - This approach is good for menial jobs and tasks that need to be completed quickly. The leader tells the workers what needs to be done and how it is to be done.
High Task, High Relationship - This approach has the leader give most of the direction, but allows the workers to contribute to the plan. This is good for those just learning the task, such as coaching sports teams, new hires at a firm, etc.
High Relationship, Low Task - This approach shares the decision making between the leader and the workers. Workers are able but unsure of what needs to be done.
Low Relationship, Low Task - This approach has the leader identify the problem and passes the planning and responsibility on to the workers to get the job done. Many companies run on this model, where the CEO passes the responsibility onto the managers.
Hershey & Blanchard
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The Flow of Information
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This image shows the flow of information through an organization. Top-level managers pull data, details and facts from outside the organization and from the supervisors below, then they push information down to the layers beneath them. Low-level managers (supervisors) directly manage the workers and take responsibility for the day-to-day operations of the business. They need daily information from the employees below them, and they report summaries of the data to the next level of management. In between the two is the middle-management layer, which is the main topic of our lesson today.
Levels of Management
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Middle managers deal with goal setting and department-level decision making. They need to get summarized weekly or monthly information horizontally across functional lines in the organization. The five typical functional lines are:
Accounting
Human resources
Manufacturing/services
Research & development
Marketing
Functional Lines
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Middle managers are responsible for each of these areas, as well as for specialized units within these functional lines. Middle managers need information from above to know what the strategy is and information from below to track progress and current conditions.
Middle Management
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Middle managers spend their time determining specific tactics for reaching organizational objectives set by top management. The terms 'strategic' and 'tactical' are military terms that have been adopted by business and the general population, but they are often incorrectly used interchangeably. It is helpful to think of strategy as the plan to change the environment from its current state to a new, desired state. In a healthy organization, strategy does not change in the short term. Tactics specifically refer to how to achieve the desired outcome, but they may change 'on the ground' as conditions require.
Strategy & Tactics
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Motivation A-Z
Toolkit for developing strategic and action plans
Added to the Classroom
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Identify and describe three things the organization can accomplish by the planning process.
Write your mission statement and vision statement for your population and the health plan you anticipate developing to address the health needs of that population. After each, briefly explain your reasoning for developing the mission and vision statements.
Think about (or research) what trends are impacting your population. In a 2-3 page paper, list each of the environmental sectors (internal and external). Briefly describe key opportunities, threats, strengths, and weaknesses for each of those sectors.
Develop a 5-6 slide PowerPoint presentation that covers the ethical implications of social media in healthcare. Be sure to address email communication, texting, and Facebook (at a minimum) and provide the "pros/cons" of using each in healthcare (from the perspective of the healthcare provider).
Project to Date
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Your final paper must be 6-8 pages long. It should include all six elements of that you have submitted throughout this course (Population Defined, Mission and Vision, Internal/External Analysis, Objectives, Strategy and Action Plan). There should be an introduction that identifies the healthcare provider you selected and a conclusion.
Week Six
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It is important for end of course projects that you understand that the strategy simply explains what you will do, the action plan will detail how it will get done. Therefore the action plan will be longer and more detailed.
SUMMARY
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Questions
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