Chapter 2 The Managerial Role Purpose and Overview

Purpose and Overview • Purpose – To understand roles of the health care manager

Purpose and Overview • Overview – Behavioral Perspective – The Practice of Management: Integrating

Purpose and Overview • Overview – Strategic Perspective of Health Care Management – Health

Purpose and Overview • Overview – Crossing the Quality Chasm: Distinctive Challenges – Developing

Behavioral Perspective of the Managerial Role • Integrated and applied activity within a dynamic

Mintzberg’s Managerial Roles • Interpersonal – Figurehead – Leader – Liaison Copyright © 2006

Mintzberg’s Managerial Roles • Informational Roles – Monitor – Disseminator – Spokesperson Copyright ©

Mintzberg’s Managerial Roles • Decisional Roles – Entrepreneur – Disturbance Handler – Resource Allocator

Mintzberg’s Model of Management • Person • Frame of job • Agenda of work

Behavioral Perspective of Managerial Styles • Managerial Roles – Conceptual – Administrative – Interpersonal

Behavioral Perspective of Managerial Styles • How Managers Perform Roles – Linking – Conceiving

Behavioral Perspective of Managerial Styles • Managerial Approaches to Action – Deductive – Inductive

Behavioral Perspective of Managerial Styles • Management Mind-Sets – Reflective – Analytic – Worldly

Integrating Management and Leadership Skills • Systemic Organization Structure – Mission – Strategies, goals,

Integrating Management and Leadership Skills Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS

Integrating Management and Leadership Skills • Direction-Setting Processes – Learning about the organization –

Integrating Management and Leadership Skills • Negotiating and Selling Processes – Framing issues –

Integrating Management and Leadership Skills • Monitoring and Controlling Processes – Ensuring organizational operation

Integrating Management and Leadership Skills • Work Processes – Customers – Transformations – Supply-chain

Integrating Management and Leadership Skills • Work Processes – Quality control – Cost containment

Integrating Management and Leadership Skills • Work Processes – Enhance operating performance – Decrease

Integrating Management and Leadership Skills • Organizational & Behavioral Processes – Decision making –

Integrating Management and Leadership Skills • Organizational & Change Processes – Creation – Growth

Integrating Management and Leadership Skills • Organizational Management Work – Coping with complexity: good

Integrating Management and Leadership Skills • Executive Leader Roles – “Organizational system manager-in chief”’

Strategic Perspective of Health Care Management Role • Defines strategic goals for organization’s survival

Strategic Perspective of Health Care Management Role • Organizational Transformation – Strategic planning to

Strategic Perspective of Health Care Management Role • Strategic Transformation – Identify opportunities to

Strategic Perspective of Health Care Management Role • Strategic Execution – Select and execute

Strategic Perspective of Health Care Management Role Copyright © 2006 by Thomson Delmar Learning.

Health Care’s Distinctive Context and Executive Leadership Requirements Copyright © 2006 by Thomson Delmar

Health Care’s Distinctive Context and Executive Leadership Requirements • Managing Clinical and Technology-Based Production

Health Care’s Distinctive Context and Executive Leadership Requirements • Managing Organizational Complexity – Complex

Health Care’s Distinctive Context and Executive Leadership Requirements • Providing Value-Oriented Leadership – Health

Challenges Facing Health Service Managers • Institute of Medicine’s (IOM) Report: To Err is

Challenges Facing Health Service Managers • IOM Recommendations – Design safe systems of care

Challenges Facing Health Service Managers • IOM Recommendations – Promote team functioning – Anticipate

Challenges Facing Health Service Managers • IOM Design Principles – Standardize and simplify equipment,

Challenges Facing Health Service Managers • IOM Report: Crossing the Quality Chasm: A New

Challenges Facing Health Service Managers • • IOM Report: Crossing the Quality Chasm Six

Challenges Facing Health Service Managers Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS

Developing Standardized Knowledge for Leadership • Adaptation and transformation require development of leadership competencies

Developing Standardized Knowledge for Leadership • Skill Sets Managers Need to Succeed – Technical

Developing Standardized Knowledge for Leadership • Chief Executive Officer Must – Effectively balance conflict

Developing Standardized Knowledge for Leadership • Competencies for Leadership Transformation – Achievement Orientation –

Developing Standardized Knowledge for Leadership • Competencies for Leadership Transformation – Innovative Thinking –

Developing Standardized Knowledge for Leadership • Execution – Accountability – Change Leadership – Collaboration

Developing Standardized Knowledge for Leadership • Execution – Performance Measurement – Information Technology Management

Developing Standardized Knowledge for Leadership • People – Interpersonal Understanding – Professionalism – Relationship

Developing Standardized Knowledge for Leadership • People – Self Development – Talent Development –

Developing Standardized Knowledge for Leadership Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS

Developing Standardized Knowledge for Leadership • Competency Development – Career-long action-based reflective activity –

Developing Standardized Knowledge for Leadership • Five Mind-Sets 1) Reflective 2) Worldly 3) Analytical

Slides: 56

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Chapter 2 The Managerial Role

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 Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 2

Purpose and Overview • Overview – Behavioral Perspective – The Practice of Management: Integrating Organizational Process Management and Leadership Roles and Skills Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 3

Purpose and Overview • Overview – Strategic Perspective of Health Care Management – Health Care’s Distinctive Context and Executive Leadership Requirements Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 4

Purpose and Overview • Overview – Crossing the Quality Chasm: Distinctive Challenges – Developing a Standardized Knowledge Base for Professional Leadership and Health Care Managers Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 5

Integrating Management and Leadership Skills • Systemic Organization Structure – Mission – Strategies, goals, and accountabilities – Production function – Strategic affiliations – Organizational culture Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 15

Integrating Management and Leadership Skills • Direction-Setting Processes – Learning about the organization – Framing an agenda – Aligning individuals – Framing, testing, and revising initiatives Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 17

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 Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 18

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 Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 19

Integrating Management and Leadership Skills • Work Processes – Customers – Transformations – Supply-chain systems serving customers requiring alignment to achieve mutual support Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 20

Integrating Management and Leadership Skills • Work Processes – Enhance operating performance – Decrease fragmentation – Improve cross-functional integration Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 22

Integrating Management and Leadership Skills • Organizational & Behavioral Processes – Decision making – Communication – Organizational learning Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 23

Integrating Management and Leadership Skills • Organizational Management Work – Coping with complexity: good management helps to ensure organization’s survival Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 25

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” Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 26

Strategic Perspective of Health Care Management Role • Defines strategic goals for organization’s survival and growth • Apply strategic management concepts Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 28

Strategic Perspective of Health Care Management Role • Organizational Transformation – Strategic planning to manage evolution of organization over time – Apply continuous judgment in ongoing operations Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 29

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 Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 30

Strategic Perspective of Health Care Management Role • Strategic Execution – Select and execute appropriate strategies to achieve goals Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 31

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 Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 34

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 Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 35

Health Care’s Distinctive Context and Executive Leadership Requirements • Providing Value-Oriented Leadership – Health delivery organizations – Executive leadership Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 36

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 Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 37

Challenges Facing Health Service Managers • IOM Recommendations – Design safe systems of care – Provide leadership – Respect human limits in process design Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 38

Challenges Facing Health Service Managers • IOM Recommendations – Promote team functioning – Anticipate the unexpected – Create a learning environment Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 39

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 Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 40

Challenges Facing Health Service Managers • IOM Report: Crossing the Quality Chasm: A New Health System for the 21 st Century • Health care services should be safe, effective, patient-centered, timely, efficient, and equitable Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 41

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 Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 42

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 Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 43

Developing Standardized Knowledge for Leadership • Skill Sets Managers Need to Succeed – Technical – Human relations – Team management – Facilitating and managing groups – Conceptual Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 46

Developing Standardized Knowledge for Leadership • Chief Executive Officer Must – Effectively balance conflict – Effectively strategize – Adapt to change Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 47

Developing Standardized Knowledge for Leadership • Competencies for Leadership Transformation – Achievement Orientation – Analytical Thinking – Community Orientation – Information Seeking Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 48

Developing Standardized Knowledge for Leadership • Competencies for Leadership Transformation – Innovative Thinking – Strategic Orientation – Financial Skills Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 49

Developing Standardized Knowledge for Leadership • Execution – Accountability – Change Leadership – Collaboration – Impact and Influence – Initiative – Organizational Awareness Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 50

Developing Standardized Knowledge for Leadership • Execution – Performance Measurement – Information Technology Management – Communication – Process Management and Organizational Design – Project Management Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 51

Developing Standardized Knowledge for Leadership • People – Interpersonal Understanding – Professionalism – Relationship Building – Self-Confidence Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 52

Developing Standardized Knowledge for Leadership • People – Self Development – Talent Development – Team Leadership – Human Resources Management Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 53

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 Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 55