chapter 2 the managerial role. copyright © 2006 by thomson delmar learning. all rights reserved. 2...
TRANSCRIPT
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Chapter 2 The Managerial Role
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Purpose and Overview
• Purpose– To understand roles of the health care
manager• Executive leadership• Organizational management• Strategic management • Business enterprises • Clinical and business service components
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Purpose and Overview
• Overview– Behavioral Perspective
– The Practice of Management: Integrating Organizational Process Management and Leadership Roles and Skills
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Purpose and Overview
• Overview– Strategic Perspective of Health Care
Management
– Health Care’s Distinctive Context and Executive Leadership Requirements
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Purpose and Overview
• Overview– Crossing the Quality Chasm: Distinctive
Challenges
– Developing a Standardized Knowledge Base for Professional Leadership and Health Care Managers
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Behavioral Perspective of the Managerial Role
• Integrated and applied activity within a dynamic and evolving system
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Mintzberg’s Managerial Roles
• Interpersonal – Figurehead– Leader– Liaison
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Mintzberg’s Managerial Roles
• Informational Roles– Monitor– Disseminator– Spokesperson
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Mintzberg’s Managerial Roles
• Decisional Roles– Entrepreneur– Disturbance Handler– Resource Allocator– Negotiator
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Mintzberg’s Model of Management
• Person
• Frame of job
• Agenda of work
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Behavioral Perspective of Managerial Styles
• Managerial Roles – Conceptual– Administrative– Interpersonal – Action
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Behavioral Perspective of Managerial Styles
• How Managers Perform Roles– Linking– Conceiving– Leading
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Behavioral Perspective of Managerial Styles
• Managerial Approaches to Action– Deductive – Inductive
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Behavioral Perspective of Managerial Styles
• Management Mind-Sets – Reflective– Analytic– Worldly– Collaborative– Action
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Integrating Management and Leadership Skills
• Systemic Organization Structure– Mission– Strategies, goals, and accountabilities – Production function – Strategic affiliations– Organizational culture
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Integrating Management and Leadership Skills
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Integrating Management and Leadership Skills
• Direction-Setting Processes– Learning about the organization– Framing an agenda– Aligning individuals– Framing, testing, and revising initiatives
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Integrating Management and Leadership Skills
• Negotiating and Selling Processes– Framing issues – Soliciting help and presenting proposals– Building and maintaining contacts and
communication – Building and managing coalitions
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Integrating Management and Leadership Skills
• Monitoring and Controlling Processes– Ensuring organizational operation as planned– Detect unexpected shocks and disturbances– Initiation of corrective action– Restoration of organizational equilibrium
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Integrating Management and Leadership Skills
• Work Processes– Customers– Transformations– Supply-chain systems serving customers
requiring alignment to achieve mutual support
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Integrating Management and Leadership Skills
• Work Processes– Quality control– Cost containment– Reduce cycle times
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Integrating Management and Leadership Skills
• Work Processes– Enhance operating performance– Decrease fragmentation – Improve cross-functional integration
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Integrating Management and Leadership Skills
• Organizational & Behavioral Processes– Decision making – Communication – Organizational learning
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Integrating Management and Leadership Skills
• Organizational & Change Processes– Creation– Growth – Transformation – Decline
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Integrating Management and Leadership Skills
• Organizational Management Work– Coping with complexity: good management
helps to ensure organization’s survival
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Integrating Management and Leadership Skills
• Executive Leader Roles– “Organizational system manager-in chief”’ – “Boundary spanner-in chief” – “Resource developer/investor-in chief” – “Transformation manager-in chief”
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Integrating Management and Leadership Skills
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Strategic Perspective of Health Care Management Role
• Defines strategic goals for organization’s survival and growth
• Apply strategic management concepts
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Strategic Perspective of Health Care Management Role
• Organizational Transformation– Strategic planning to manage evolution of
organization over time– Apply continuous judgment in ongoing
operations
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Strategic Perspective of Health Care Management Role
• Strategic Transformation– Identify opportunities to develop new
competencies– Allow organization to create and experiment– Maintain sustainable competitive advantage
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Strategic Perspective of Health Care Management Role
• Strategic Execution– Select and execute appropriate strategies to
achieve goals
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Strategic Perspective of Health Care Management Role
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Health Care’s Distinctive Context and Executive Leadership Requirements
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Health Care’s Distinctive Context and Executive Leadership Requirements• Managing Clinical and Technology-Based
Production Systems– Core “production work” to provide safe,
effective, efficient clinical services
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Health Care’s Distinctive Context and Executive Leadership Requirements• Managing Organizational Complexity
– Complex and strongly resource-dependent organizations
– Monitor and evaluate safety, effectiveness, and efficiency
– Intervene to improve services and ensure accountability
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Health Care’s Distinctive Context and Executive Leadership Requirements• Providing Value-Oriented Leadership
– Health delivery organizations – Executive leadership
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Challenges Facing Health Service Managers
• Institute of Medicine’s (IOM) Report: To Err is Human: Building a Safer Health System– 44,000–98,000 annual deaths from
preventable medical errors– Ranked as nation’s eighth-leading cause of
death
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Challenges Facing Health Service Managers
• IOM Recommendations – Design safe systems of care– Provide leadership– Respect human limits in process design
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Challenges Facing Health Service Managers
• IOM Recommendations – Promote team functioning– Anticipate the unexpected– Create a learning environment
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Challenges Facing Health Service Managers
• IOM Design Principles– Standardize and simplify equipment, supplies,
and processes– Establish team training programs– Implement non-punitive systems for reporting
and analyzing errors
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Challenges Facing Health Service Managers
• IOM Report: Crossing the Quality Chasm: A New Health System for the 21st Century
• Health care services should be safe, effective, patient-centered, timely, efficient, and equitable
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Challenges Facing Health Service Managers
• IOM Report: Crossing the Quality Chasm
• Six challenges:1) Redesign care processes
2) Use information technologies
3) Manage clinical knowledge and skills
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Challenges Facing Health Service Managers
• IOM Report: Crossing the Quality Chasm
• Six challenges:4) Develop effective teams
5) Coordinate care
6) Incorporate performance and outcome measurements throughout operations
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Challenges Facing Health Service Managers
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Developing Standardized Knowledge for Leadership
• Adaptation and transformation require development of leadership competencies
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Developing Standardized Knowledge for Leadership
• Skill Sets Managers Need to Succeed– Technical – Human relations– Team management – Facilitating and managing groups– Conceptual
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Developing Standardized Knowledge for Leadership
• Chief Executive Officer Must – Effectively balance conflict– Effectively strategize– Adapt to change
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Developing Standardized Knowledge for Leadership
• Competencies for Leadership Transformation– Achievement Orientation– Analytical Thinking– Community Orientation– Information Seeking
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Developing Standardized Knowledge for Leadership
• Competencies for Leadership Transformation– Innovative Thinking– Strategic Orientation– Financial Skills
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Developing Standardized Knowledge for Leadership
• Execution– Accountability – Change Leadership– Collaboration– Impact and Influence– Initiative– Organizational Awareness
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Developing Standardized Knowledge for Leadership
• Execution– Performance Measurement– Information Technology Management– Communication– Process Management and Organizational
Design– Project Management
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Developing Standardized Knowledge for Leadership
• People– Interpersonal Understanding– Professionalism– Relationship Building– Self-Confidence
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Developing Standardized Knowledge for Leadership
• People– Self Development– Talent Development– Team Leadership– Human Resources Management
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Developing Standardized Knowledge for Leadership
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Developing Standardized Knowledge for Leadership
• Competency Development – Career-long action-based reflective activity– Gained through a life-long process of
experience-based reflection and growth
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Developing Standardized Knowledge for Leadership
• Five Mind-Sets1) Reflective
2) Worldly
3) Analytical
4) Collaborative
5) Action