Mais conteúdo relacionado Semelhante a Managerial approach (20) Managerial approach2. 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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3. Purpose and Overview
• Overview
– Behavioral Perspective
– The Practice of Management: Integrating
Organizational Process Management and
Leadership Roles and Skills
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4. Purpose and Overview
• Overview
– Strategic Perspective of Health Care
Management
– Health Care’s Distinctive Context and Executive
Leadership Requirements
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5. 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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6. Behavioral Perspective of the
Managerial Role
• Integrated and applied activity within a
dynamic and evolving system
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8. Mintzberg’s Managerial Roles
• Informational Roles
– Monitor
– Disseminator
– Spokesperson
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9. Mintzberg’s Managerial Roles
• Decisional Roles
– Entrepreneur
– Disturbance Handler
– Resource Allocator
– Negotiator
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10. Mintzberg’s Model of Management
• Person
• Frame of job
• Agenda of work
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11. Behavioral Perspective of
Managerial Styles
• Managerial Roles
– Conceptual
– Administrative
– Interpersonal
– Action
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12. Behavioral Perspective of
Managerial Styles
• How Managers Perform Roles
– Linking
– Conceiving
– Leading
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13. Behavioral Perspective of
Managerial Styles
• Managerial Approaches to Action
– Deductive
– Inductive
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14. Behavioral Perspective of
Managerial Styles
• Management Mind-Sets
– Reflective
– Analytic
– Worldly
– Collaborative
– Action
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15. Integrating Management and
Leadership Skills
• Systemic Organization Structure
– Mission
– Strategies, goals, and accountabilities
– Production function
– Strategic affiliations
– Organizational culture
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17. 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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18. 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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19. 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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20. Integrating Management and
Leadership Skills
• Work Processes
– Customers
– Transformations
– Supply-chain systems serving customers
requiring alignment to achieve mutual support
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21. Integrating Management and
Leadership Skills
• Work Processes
– Quality control
– Cost containment
– Reduce cycle times
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22. Integrating Management and
Leadership Skills
• Work Processes
– Enhance operating performance
– Decrease fragmentation
– Improve cross-functional integration
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23. Integrating Management and
Leadership Skills
• Organizational & Behavioral Processes
– Decision making
– Communication
– Organizational learning
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24. Integrating Management and
Leadership Skills
• Organizational & Change Processes
– Creation
– Growth
– Transformation
– Decline
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25. Integrating Management and
Leadership Skills
• Organizational Management Work
– Coping with complexity: good management
helps to ensure organization’s survival
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26. 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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28. Strategic Perspective of Health
Care Management Role
• Defines strategic goals for organization’s
survival and growth
• Apply strategic management concepts
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29. 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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30. 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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31. Strategic Perspective of Health
Care Management Role
• Strategic Execution
– Select and execute appropriate strategies to
achieve goals
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32. Strategic Perspective of Health
Care Management Role
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33. Health Care’s Distinctive Context and
Executive Leadership Requirements
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34. 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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35. 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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36. Health Care’s Distinctive Context and
Executive Leadership Requirements
• Providing Value-Oriented Leadership
– Health delivery organizations
– Executive leadership
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37. 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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38. Challenges Facing Health
Service Managers
• IOM Recommendations
– Design safe systems of care
– Provide leadership
– Respect human limits in process design
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39. Challenges Facing Health
Service Managers
• IOM Recommendations
– Promote team functioning
– Anticipate the unexpected
– Create a learning environment
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40. 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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41. 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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42. 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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43. 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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45. Developing Standardized
Knowledge for Leadership
• Adaptation and transformation require
development of leadership competencies
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46. 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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47. Developing Standardized
Knowledge for Leadership
• Chief Executive Officer Must
– Effectively balance conflict
– Effectively strategize
– Adapt to change
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48. Developing Standardized
Knowledge for Leadership
• Competencies for Leadership
Transformation
– Achievement Orientation
– Analytical Thinking
– Community Orientation
– Information Seeking
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49. Developing Standardized
Knowledge for Leadership
• Competencies for Leadership
Transformation
– Innovative Thinking
– Strategic Orientation
– Financial Skills
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50. Developing Standardized
Knowledge for Leadership
• Execution
– Accountability
– Change Leadership
– Collaboration
– Impact and Influence
– Initiative
– Organizational Awareness
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51. Developing Standardized
Knowledge for Leadership
• Execution
– Performance Measurement
– Information Technology Management
– Communication
– Process Management and Organizational
Design
– Project Management
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52. Developing Standardized
Knowledge for Leadership
• People
– Interpersonal Understanding
– Professionalism
– Relationship Building
– Self-Confidence
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53. Developing Standardized
Knowledge for Leadership
• People
– Self Development
– Talent Development
– Team Leadership
– Human Resources Management
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55. 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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56. Developing Standardized
Knowledge for Leadership
• Five Mind-Sets
1) Reflective
2) Worldly
3) Analytical
4) Collaborative
5) Action
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Notas do Editor Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Deductive approaches: Cerebral or deliberate style Inductive approaches: Insightful style Chapter 2 A “reflective” mindset in managing “self” An “analytic” mindset in managing organizations or organizational units A “worldly” mindset to aid in managing organizational context A “collaborative” mindset to aid in managing relationships An “action” mindset to assist in managing organizational change and transformation. Chapter 2 Chapter 2 Chapter 2 Learning about the organization and its problems through a broad range of interactions and assessments and continued probing Framing an agenda to be pursued through conscious reflection and intuitive experience Aligning individuals through communication, motivation, rewards, and punishments, often using new or established communication processes Framing, testing, and revising initiatives Chapter 2 Framing and presentation of issues and proposals Deciding how to solicit help and present proposals in ways that appeal to others yet meet one’s basic objectives Building and maintaining network contacts and communication processes Building and managing coalitions Applying these in horizontal and vertical organizational contexts Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Decision making processes Communication processes nature, direction, and quality of information flows Interrelationships Tenor and tone of group work Organizational learning Knowledge acquisition Knowledge interpretation Knowledge dissemination Knowledge retention Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Health delivery organizations Must ultimately strike a balance between investing in their ability to generate economic profits and investing in their commitment to meet community service needs. Executive leadership Must exhibit value-oriented decision-making, human relations, and priority-setting skills. Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Effective in balancing conflicting values within the organization to create an efficient operating environment An effective strategist... to provide the framework and direction for overall company operations Must change his management style and strike different balances among his personal skills as conditions change or as his organization grows in size and complexity Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 Chapter 2 A Career-Long Action-Based Reflective Activity, Conducted within an Integrating Framework Does not simply occur, competencies are gained through a life-long process of experience-based reflection and growth Chapter 2 Reflective about self Worldly about context Analytical about organization Collaborative about relationships Action about change