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Changing Scene Of Healthcare Adminstration

This paper will concentrate on the changing scene of the healthcare environment. The health care industry is a challenging and gruesome environment. Healthcare providers must be sure that patients are given with the best care. There are various challenges that managers face in an environment that change on a daily basis. Healthcare managers must be ready to face take on these changes so that their organizations maintains a competitive edge. Organizations continue steadily to pursue new challenges so that they can compete in the global marketplace, they often times conclude that multidisciplinary teams are had a need to develop ground breaking products and services and react to customers interested in a broad range of products and services (Liebler & McConnell, 2008).

When a manager is taking on a fresh task of managing split departments he or she must have the ability to lead and communicate effectively. A lack of communication can be the key cause a manager fails in their new role. Multidisciplinary teams give a structure for combining employees with the diverse technical backgrounds necessary for these tasks. The increasing popularity of team-based organizational structures reflects the widely shared belief that teamwork supplies the potential to achieve outcomes that could not be achieved by individuals employed in isolation (Liebler & McConnell, 2008).

Healthcare managers that are in charge of split departments must know what goals the department will need to meet. This is done through carefully analyzing the specific attributes and qualities of the department. Senior level managers should establish team leaders that can ensure department employees have the necessary resources they need to accomplish the mission. Because they restructure around multidisciplinary teams, however, many organizations are discovering that teams do not necessarily produce the desired results. Even though teams fulfill their potential, associates and their organizations may experience unanticipated negative side-effects, such as unproductive conflict and high turnover (Liebler & McConnell, 2008).

Below is a set of task and responsibility that split level department managers should conduct, due to changes within the organization.

Approving additional time cards

Conducting a more substantial variety of performance appraisals

Providing senior employees with leadership obligations over teams

Establishing a diverse environment

Setting performance measures for the employees to meet

Creating new performance standards

Creating new position descriptions

Creating a travel schedule so that management can visit employees at other facilities.

Healthcare managers conduct the next task in the above list on a daily basis and these task will change when the new managers is in charge of multidisciplinary departments. The managers must understand the basic foundation of each specialty that he / she is responsibility within their department. Employees will need to receive diversity training on an twelve-monthly or semi-annual term. Managers will need to determine ways that grievances can be solved without disrupting the work-flow of the organization. The main goal is good for a split department manager to achieve is to ensure the mission and the objectives of the business is achieved while maintain customer and patient satisfaction.

What does this split-department situation do to your efficiency as a manager and how will you compensate because of this change?

A manager that is new to operating a split-department can have a low efficiency rate initially. The reason being is usually that the manager may not understand his or her new role and responsibility. Managers will need to undergo transitional training. This training can be for a month, so that when the new manager gets control their new role, they have a clear understanding of the requirements; they will have to be successful in the new position. The efficiency of the department may also be determined by the amount of supervisors the employee reports too.

In many cases, when there may be several manager, giving the employee guidance on task it may become confusing for the employee and may lead to a deficiency in work performance. Unity of command is increasingly regarded as something of the theoretical ideal in that in many instances it has been abandoned in favor of split-reporting relationships in which a single subordinate reports to several superiors (Jacobs, Smith, & Street, 2006). The capability to maintain a split department that has a high efficiency rate will be based on the managers communication and leadership skills. Managers who do not communicate with their employees will never witness high efficiency levels within their department.

Newly appointed split department managers must deal with resistance. Resistance to change will never be completely eliminated. In many cases employees will need to be flexible and adjust to change as change occurs within the organization. It is important that managers have full knowledge and knowledge of what's happening and just why it is going on will be the strongest forces the manager can bring to bear on the issues of resistance to improve.

On what specific management skill should the newly appointed split department manager be concentrating?

A newly appointed split department manager must own excellent communication skills. Communication skills are critical in a healthcare organization. Effective communication is approximately sending a note to a receiver that is clear and understandable. If the receiver will not understand the message being sent the task being requested can't be successful completed.

Communication in the healthcare environment is critical and can be the determination of life and death for a patient. When information is not passed along correctly patient may have the wrong prescription or they could have surgery performed on the wrong site. It's important that managers inform employees of the value of providing accurate and clear communication. In a recent survey of recruiters from companies with more than 50, 000 employees, communication skills were cited as the single more important decisive factor in choosing managers. The survey, conducted by the University of Pittsburghs Katz Business School, points out that communication skills, including written and oral presentations, as well as an ability to utilize others, are the key factor contributing to job success (Mulrennan, 2010).

Case: In need of improvement

Operating deficiencies can deter the progress of the organization. It is important that managers identify problems as they occur in order to be resolved at the lowest level. The reason for the massive restructure is so the department can account for items which are being provided. The next measures the following will be implemented immediately and management will work as a team to ensure these measures happen regularly. The next re-evaluation of the department will be conducted in 30 days.

The following measures will be studied in order to increase the current structure of the department.

A justification will be written as to why another processing aide is necessary.

The current work load will be analyzed to ascertain if the justification for another processor is suitable.

An inventory management program that is replicated from the department of veteran affairs regulations will be created.

Only a 30 day inventory level will be maintained in stock.

The inventory specialist and the manager will conduct a listing on a monthly basis.

Appropriate re-order levels will be set so that items will not complete go out.

Management will develop an idea for organizing the existing work environment so that space can be employed effectively.

Once the new guidelines are implemented, managers must monitor the implementation of the change to ensure it will work long-term. A new work method, dependent for its success on willing adoption by individual employees, can be introduced in a burst of enthusiasm and then die of its own weight as the novelty wears off and old habits return. New habits aren't easily formed, and the employees need all the assistance the manager can furnish through conscientious follow-up (Liebler & McConnell, 2008).

Classic management functions

Manager at all levels have five basic management functions that they need to follow in order to successful operate an organization. These functions have been used for quite some time and have allow managers to be successful. When these functions are being used incorrectly organizations are affected from lack of productivity.

Planning is the first management function. This is a critical function and involves developing the mission and what goals the organization will accomplish. Managers must arrange for the success of the organization by evaluating every area of the business. Through this evaluation managers will be able to determine what areas are weak and strong. An example of planning would be when healthcare managers are moving a whole department to some other floor. Managers should plan the move with engineering and IT so that work stations and furniture gets moved to the correct location (Marquis, & Huston, 2008). Planning the move of a whole department will require constant communication on the immediate supervisors part. He or she will need to keep employees constantly informed on the status of the move.

Organizing is the second management function. Mangers should use the organizing function when seeking to plan effectively. When managers are preparing to move one department to another floor, they need to develop a timeline so that the move will be organized according to a schedule. This timeline will provide employees with a start and end date of the move. Manager can also organize a schedule on what section will be moving first and who'll be moving last.

Staffing is the third management function. It requires filling and keeping filled up with qualified people all positions in the business. Recruiting, hiring, training, evaluating and compensating will be the specific activities included in the function (Marquis, & Huston, 2008). Managers should ensure these are interviewing and hiring qualified prospects for the positions they have vacant. A good example of staffing is whenever a logistic manager is conducting performance appraisals on his or her employees. Managers who conduct performance appraisal will be keeping employees informed on the progress they are making while doing work for the business.

Directing is the fourth management function and requires influencing people's behavior through motivation, communication, group dynamics, leadership and discipline. It is important that managers have excellent leadership and communication skills. Senior level managers who have the duty of directing junior mangers will need to communicate with them frequently, so those employees know about the organizations status.

Healthcare managers can also provide leadership training to the people mid-level managers who might be having a difficult time leading and communicating with their employees. The purpose of directing is to channel the behavior of most personnel to perform the organization's mission and objectives while simultaneously helping them accomplish their own career objectives. A good example of directing is when a team leader directs their subordinate to perform a task within a particular timeframe. In order for the manger to be successful with direct leadership authority they must supply the employees with the required resources they'll need to perform the mission.

Controlling is the fifth management function. Managers can develop performance standards to be able to implement this function. Controlling is a four-step process of establishing performance standards predicated on the firm's objectives, measuring and reporting actual performance, comparing the two, and taking corrective or preventive action as necessary. Managers are accountable for controlling the daily businesses of the departments. In many cases when a worker cannot control an issue from erupting they will normally involve their manager. All managers must have the capability of solving problems that may arise within the organization.

Since planning is an active pursuit, how do doing nothing be indicative of planning to fail? Managers are required to arrange for worst case scenarios. When managers do not arrange for the problems they may foresee in the foreseeable future they may have set the business up for failure. The reason being is that when these problems occur managers will not learn how to handle or solve the issues. Therefore the condition will escalate and could eventually cause harm on the organizations operations.

What is one legitimate example of organizing that the department manager may never face or may perhaps encounter only one time in a great while? And one of these of organizing that the department manager may employ multiple times in a normal workday? The department manager may need to organize a meeting that allows multiple disciplines to get together and focus on their customer service or team development skills. An example of organizing that the department manager may employ multiple times in a standard workday is whenever a manager organizes the employees workload for the day or the very next day.

What is the management function most closely associated with teaching, guiding, and motivating workers? Directing is the management function that is closely associated with teaching, guiding and motivating others. It's important that managers provide guidance and direction over their employees so the daily task of the business can be accomplished in a timely manner.

In conclusion the healthcare industry is constantly changing. Healthcare managers must train their workers to adapt to change so that productivity can continue steadily to increase. The five management functions which were explained earlier may be used to strengthen any organization from the ground up. Communication and leadership skills are crucial if managers will succeed in training and maintain a workforce that can meet patients and employees.

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