2 Managment

7/23/2019 2 Managment

1/16

2ndlecture


2/16

The Nature of Work

The nature of work in health care today presents

many opportunities for mid-level managers to

hone effective people management and

communication skills.

There are fewer people who are the traditional

full-time employees dedicated to an organization

for their entire careers.


3/16

Workforce Diversity

Organizations may direct much attention to the

need for cultural competency to meet the needs

of diverse groups of people, very little is known

about the actual effect of a diverse staff on theoutputs of health-care organizations.

In fact, there is actually some controversy about

its value.


4/16

Racial Diversity

The potential for others to perceive managers asplaying favorites with staff who are of the sameracial or ethnic group may become an issue if job

descriptions, performance criteria, and otherdecisions are not communicated clearly andconsistently to everyone.

The more diverse the work group, the more

important it becomes to demonstrate actions anddecisions that provoke reactions of fairness andtrust.


5/16

Generation Gaps

Managers need to determine the potential

value of the recognition of generational

differences and their effects on work in health

care. Identification of ways to build on the

strengths of each group may be the key to

reducing another source of potential conflict

among coworkers.


6/16

Financial Issues for Mid-Level Managers

A potential misconception about mid-level

managers is that they need a master of business

administration (MBA) to function effectively

because of their financial responsibilities. It is

more likely that their financial responsibilities arelimited to completion of reports and requests

during the organizationsbudgeting process.

Perhaps more importantly, mid-level managers

are expected to track and understand income and

expenses for their units.


7/16

Implementation of Plans

The other skill that mid-level managers are heldaccountable for is the implementation of the manySub-decisions that are generated by the plans laidout by executives in upper management. The major

reason that these broad plans fail to beimplemented is because the implementers are notadequately supervised in the sequence of tasks thatmust be completed to achieve an outcome.

Organizing these tasks in health care falls to midlevelmanagers. After clarifying and sequencing the tasks,managers need to guide the implementationprocess.


8/16

Managers and patients

Main goal of any manager is to gain satisfaction

of the community he serves trough planning

and supervision of these plans.

PatientPractitioner - Manager Cycle.

Any small change in the manager-practitionerrelationship may have a huge influence on the

employeesrelationship with a patient.


9/16

Patientdissatisfaction

Practitioner

Poor

performance

Manager

Unfair and

unjustly


10/16

Health-Care organizations and physical

therapy

Why physical therapist accept managerial position?

1. high starting salaries.

2. Good relation with upper level of administrators.

3. perfect location.

4. interesting job assignments.


11/16

Organizational Culture

Culture is defined for this purpose as the sharedattitudes, experiences, beliefs, and values of a

group.

The culture drives all aspects of a health-careorganizationsdecisions about its operations and

its relationships to its external stakeholders.


12/16

Intercultural Communication in Organizations

Three level of interaction will be included in thismodel:

Level 1 interactions in this model are based on the

broad foundation of information collected about aculture, values, beliefs, norms, etc.

Level 1 interactions are about health-care culture

with its common values and norms that generallyare related to helping people who are sick or

injured.


13/16

Level 2 interactions are influenced by information about

social groups or roles within the culture. This includes the

categorizing of people by job title, gender, or age.

Level 2 interactions may reveal stereotypes that can be

found regarding sub-groups such as physicians, nurses

aides, physical therapists, or patients from particular

communities or ethnic groups.

People in health-care organizations rely on this culture

and subculture information in most of their interactions

as they cope with a great deal of complex information

particularly when interactions with others are short-termso that they can predict behavior and their

responses to those behaviors.


14/16

Level 3 interactions are based on personal information about

individuals in the Level 2 social sub-groups. This information

determines how much an individual meets the stereotypes of a

social sub-group within the expectations of the whole

organization culture that they are part of.

Level 3 interactions, becomes more important in establishing

strong patient-provider relationships in health-care

organizations when relationships are long term, so knowledge

about individual person become very important issue.


15/16

Health-care managers may need to provide

opportunities to ensure that the norms and values of

the organization are accepted by staff and that theyunderstand the norms and values of the communities

they serve.

They also must encourage their staffs toward behaviors

that reflect an understanding of the groups of peoplethey commonly care for while identifying the differences

and specific needs of individuals in those groups.

Gathering information about result from assumptionsdrawn about the importance of cultural and social

influences on a particular person.


16/16

In-Group and Out-Group

In larger organizations, there may be several subgroups(subcultures) that are influenced by the unique nature oftheir work and the roles of the members in it.

In some cases, physical therapists as a whole may be an in-group. In other cases, there may be in-groups and out-

groups of physical therapists in one organizationssubcultureof physical therapy. Physical therapists who work in theoutpatient center of a hospital may consider the therapistswho work in the inpatient units as an out-group. They maybe reluctant to work in the other setting and minimally

interact with each other. The outpatient team may be verywilling to assist each other with patient loads demandsbecause of their commitment to each other and patientoutcomes.

Documents

2 Managment