Course details

Overview ?

Introduction

This course is a "must attend" to supervisors and middle managers, those with or without formal training in management, and potential supervisors. Much of what appears in this course is applicable to all kinds of business organizations, but much of the material reflects the unique character of the healthcare organization. It covers a wide range of relevant and important topics.

Course Objectives

On Completion of this course you should be able to:

Identify the dimensions in which the healthcare manager's work environment is changing most significantly, and develop an awareness of the major factors contributing to the evolution of the manager's role.
Review the principal paradigm shifts that are contributing to major change in the management and delivery of healthcare.
Develop an awareness of the major changes brought by the advent of managed care and the impact of the Balanced Budget .
Review the changes in the managerial role that have occurred in recent years, and offer some projections about future changes in how healthcare managers will approach their work.
Appreciate the importance of flexibility and adaptability as significant determinants of managerial success.
Explore supervision and management topics, as proven, hands-on, practical applications of both classic and current management principles in the healthcare setting.
Build or reinforce your management skills and meet the never-ending challenges that one may face daily by applying strategies, techniques, and tools.
Deals with the fundamentals of management from the unique context of the healthcare organization

Course Outline

The Setting

An Evolving Role in a Changing Environment

Situation: Reinventing the Healthcare Organization
The (Whirl)Winds of Change
A Whole New Environment
Organizational Priority Number One: The Bottom Line
Then Came Reengineering
Can We “Reinvent” The Hospital?
The Managed Care “Solution”
The Balanced Budget
Healthcare Paradigms and Their Effects
Marketing Health Care
The Evolving Role of the Healthcare Manager
Job Security in the New Environment
Exercise: Responding to External Pressure

Health Care: How is it Different from “Industry”?

Situation: The Case of the Stubborn Employee, or, “It Isn’t in the Job Description”
Process Versus Environment
Identifying the Real Differences
Healthcare Settings
Implications for Management
Returning to “The Stubborn Employee”
A Word about Quality
External Pressure: An Area of Continuing Concern
Your Supervisory Approach
Exercise: Where Does Your Department Fit?

The Nature of Supervision: health Care and everywhere

Situation: Paid to Make Decisions?
Born to Work or Watch?
The Supervisor’s Two Hats
The Peter Principle Revisited
The Working Trap
Nothing to Do?
The Responsibilities of Healthcare Management
The Nature of Supervision
Truly Paid to Make Decisions?
Questions for Review and Discussion
Exercise: Your Two Hats

Management and Its Basic Functions

Situation: A Tough Day for the New Manager
Definitions, Titles, and Other Intangibles
Introducing the Basic Management Functions
Management Functions in Brief
Planning
Organizing
Directing
Coordinating
Controlling
The Management Functions in Action
Emphasis
Processes Versus People
Questions for Review and Discussion
Case: Balancing the Functions

The Supervisor and Self

Delegation and empowerment: Forming Some good habits

Situation: Delegation for the Wrong Reasons, or “If You Want Something Done Right. ”
Taken for Granted
The Nature of Delegation
What about “Empowerment”?
Why Delegate?
Failure to Delegate
Looking Upward as well as Downward: The Personal Approach to Delegation
The Pattern: The Nuts and Bolts of Delegation
“If You Want Something Done Right. . .”
Authority and Responsibility
Freedom to Fail
Building the Habit
Exercise: To Whom Should You Delegate?

Time Management: expanding the Day without Stretching the Clock

Situation: The Manager and the Sales Representative
Time and Time Again
Why Become More Time Conscious?
The Time Wasters
The Time Savers
Time Management and Stress Management: Inseparable Activities
Time-Wasting Pressures and the Supervisor’s Response
The Unrenewable Resource
Case: Ten Minutes to Spare?

Self-Management and Personal Supervisory Effectiveness

Situation: The Case of the Vanishing Day
It Starts with You
Initiative
Barriers to Effectiveness
Organization
Individual Planning and Goal Setting
The Increasing Importance of Prioritizing
Stress and the Supervisor
Effective Use of Time
How Well Suited Are You to the Supervisory Role?
Exercise: The Effectiveness Checklist

The Supervisor and The Employee

Interviewing: Start Strong to Recruit Successfully

Exercise: Potential Interview Questions?
The Manager and the Interview Candidates: Outside and Inside
Preparing for the Interview
Guidelines for Questioning
The Actual Interview
Follow-up
Role-Play: Would You Hire This Person?

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