Management Concepts for Hospital Management Manageme nt Staffs
Introduction
Objective
To provide useful basic concepts for management staff to apply in their management improvement effort.
Main contents
Understand management
Strategic management concepts
About being a manager
The art of managing the purpose and the future of the organization
General management concepts
The art of managing the factors of operating the organization and its activities
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Understand management
About manager
Who are managers?
What manages do basically?
Anyone who take charge of other peoples and activities. Not just the people who have the word “manager” on their name card.
Manager decides on the right things to do, tell the people, and make sure that they do the right things right. r ight. It is about getting the right things done correctly. It is about getting people to do things correctly. correct ly.
What are managers’ fundamental responsibility?
Produce desirable results. Management Management is not successful successf ul if results are not good, even if the bad results are caused by uncontrollable factors, because it is the manager’s job to find way to control the uncontrollable factors.
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Comparing managers and others Managers
Non-Managers
Plan and orga rganize work activitie ties
Work accord cordiing to plan
Work through others
Work by themselves
Tasks are mostly non-routine
Tasks are mostly routine
Instruct and direct others
Follow direction and instruction
Involve in setting policies and systems
Abide by policies and systems set by managers
Take charge of all results within own scope of responsibility
Take charge of own result only
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Matrix of Management Tasks MANAGER MEANS Hardware
Wants people
facility
Software material
technology
system
management
Productivity
?
Quality
?
Cost
?
Efficiency
?
Hygiene
?
Safety
?
Functional objectives
?
Activities
07/03/08
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Management and people
Many things affect work results:
Work method Work specification Conditions of equipment People Management
People is most important because people is the one who make all the factors good or bad.
Management success depends on how well we manage our people to do their works well.
Managers depends on people to do their work. Managers manage people and at the same time depends on people.
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Understand the needs to work effectively
Do what? - About requirement, responsibility and achievement
Why? - About purpose
What ? - About understanding of happenings, factors, phenomenon
What to do ?
What to do? - About understanding, analysis, priority and planning
How to do ?
How to do? - About strategy and methodology
How to do well? - About implementation
Done? - About result
Do what ? Why ? What ?
How to do well ? Done ? 07/03/08
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Management and Profession General Director Management Management Works
Department Heads
Doctors Professional Works
Junior Nurses Work contents
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Common oversight of managers
For examples:
Confused about Profession and Work Appointment
Imbalanced treatment of know-how and know-why
Not focusing on result
On the whole, missing the big picture is the number one cause!
Understanding of management and its scope is therefore more fundamental then learning management theories and techniques.
07/03/08
waimong wong
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Most needed management understanding
Whatever the profession, we are at least partly manager.
Manager must manage – people, works, facilities, systems and most importantly result.
All works are done through thr ough people. Management is about managing everything through people. 11
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Strategic management concepts
What is Strategic Management
Strategic management is about
To achieving the organization’s purpose and materializing our vision through the use of strategies
Emphasis and direction
Optimum use of resources
Development
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Strategy
Strategies are just complex com plex decisions for telling the importance things to be done and for guiding actions.
Strategies have to base on purpose, wish and reality.
Mission is our ultimate purpose Vision is our ultimate wish Our environment and situation are the current reality
We set strategies to fulfill our mission and to progressively realize our vision. We also set strategies to alter our reality.
Strategies have to be implemented effectively to be meaningful. This means strategies must be realizable. 15
Strategy
Strategies are restricted by the strategies of higher organization.
Every departments or even groups is an unit of strategic management. Departments’ strategies need to support and must not go against the organization’s strategies.
Strategies can be specific or broad. But they are never detailed enough to let units know exactly what to do.
Managers need to make decisions on their work to suit and support the organization's strategies. They set their own strategies to manage their department. 16
Keys to effective strategy setting
Thoroughly understand:
Mission:
Organization’s mission and own unit’s mission Ask! if unsure Cultivate consensus
Vision
Organization’s vision and own unit’s vision Ask! if unsure Cultivate consensus
Higher organization’s strategies and wishes
Environment and Situation 17
Environment and Situation
Environment (external) Political
Affordability Prices
Preferences Demands Age and sex distribution
Health
Epidemic Health management needs
Equipment Technology Facility
Expertise
Availability Attitude
Infrastructure
Social
Situation (internal) Manpower
Policy Regulations
Economy
Specialties IT
Management
System procedure
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Reported in a conference organized by the Ministry of Health
A campaigns to develop “Excellent Hospitals” to ensure good examination and treatment for the people.
Challenges:
Increasing number of patients, overcrowding Human resources lack quality, medical ethnics and attitude of some fall short of expectation Inadequate and backward infrastructure and equipment. Nearly 50% of hospitals lack liquid waste treatment facility, more then 20% of hospitals do not have solid waste treatment facility.
Urgent tasks:
Improve medical ethnic and behavior of health care staff Modernization of infrastructure, equipment and management Reform administrative procedures Application of information technology 19
Analysis for setting strategies
SWOT analysis
Questions to ask in analysis
Strengths and Weaknesses (internal) Threats and Opportunities (external)
How to eliminate weaknesses? How to use strengths better? How to deal with current and imminent threats? How to capture opportunities?
Find pragmatic Find pragmatic answers answers to fulfill the mission, to work towards the vision, and to support the higher level strategies. Decide on what to do basing on the answers (i.e. set strategies), and implement the strategies. 20
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General Management concepts
What is General Management
Academic management subjects include:
Strategic management Operation management Financial management Human resource management And many more depending on teaching focus
These subjects focus on specific areas. These areas are different because of unique concerns, issues and concepts.
But, there are also common needs, issues, and concepts to all the areas. That is the ways to get things done. General management deals with how to effectively get things done.
General management is about doing all the right things right to ensure the organization functions effectively for its strategies.
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Concept 1 Every work is a process
Environment, Discipline, Teamwork
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Process concept of management
Every work is a process.
Result of process depends on not only the process but also the factors controlling the process.
Management focuses on managing the factors well and the work will be processed properly, because it is easier to do right when conditions are right.
Application of the process concept helps managers to manage thoroughly.
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Concept 2 Manage the System
System is just a way to specify and dictate how works should get done.
System is useful because it helps to reduce r educe supervision needs, needs, and frees managers m anagers to do improvement works or professional works.
System is absolutely necessary in critical works where mistakes are absolutely not permissible. per missible.
Effective managers design system to manage everything. They focus on managing the system. 26
How system works?
System affixes work related activities
System facilitates procedural and methodological methodological changes
Predictable Reliable Transparent
Certainty Convenience
System provides directions
Minimal consultation Minimal judgment error
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What system specifies?
Sequence of actions
Methodology
Quality requirements
Responsibilities Responsibilities and Authorities
Communication and Recording requirements
Procedures
Normal Abnormal Communication monitoring 28
How to ensure system works?
Training and communication Objective Specifications methodology Expectation
Clear documentation
Compliance
Enforcement
Review and Update 29
How to use system in work?
Ensure everyone accept and respect systems
Ensure proper operation of existing systems
Know the dynamic nature of work and continually update systems
Use system to manage all routine tasks
Improve or Add system whenever shortcoming is found 30
Concept 3 People is the key to management m anagement
Organizations exist to serve people.
We care to work because of people – our family.
People cause success and people cause failure.
Managers depends on people to do their work. Managers manage people and at the same time depends on people.
Manager need to understand people and know how to ensure they do well. 31
Human Sphere in Work superiors
Other managers
customers
suppliers
Wife Relatives friends
subordinates
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People are human beings Human nature value Idiosyncrasy Habit Mode Attitude Personality Physical constraints intelligence
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Strategies for people management
Manage people with understanding
But not compromising on work quality.
Enable people to work well
Manage people’s willingness
This is not about motivation. Motivation is only needed when we want people to work exceptionally well. Motivation is not needed to get people to work reasonably well, because it is people’s responsibility to work as such. But it is necessary to ensure that people understand and accept their responsibility. It is also necessary to help them fulfill their responsibility; with direction, facilitation and feedback. 34
What people need to do well
Know what to do
Can do
Instruction
Facilitated
System
Enabled
Common sense
Supported by other people
Know how to do
Willing to do
Knowledge
Agree with the purpose
Skill
Acceptance
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How to enable people to work well
People have accepted the job. They are willing:
When they could When are not unhappy (not ( not unhappy ≠ happy ) When they understand their responsibility When excessive effort is not needed
To enable them to perform:
Clear system and clear instructions Provide adequate training Assign works reasonably (be ( be fair ) Ensure they are facilitated adequately Give them sufficient time to accomplish their work Promote, encourage and enforce teamwork
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Fairness in Human Relationship
People want to be treated nicely!
We have a natural tendency to be nice by not offending others to maintain relationship.
A common result of this t his is we accept bad behaviors and poor work performance.
But, are we nice in doing so?
We are not nice to our organization We are not nice to others who care to do good Most importantly, we are not nice to our customers (patients)
Need to be fair. Think about every parties and be fair to every parties. Equal is unfair. But be equitable! 37
Concept 4 Need to follow up to ensure work results
PLAN
DO
ADJUST
SEE
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Why the management process?
Plan
Do
To implement the plan
See
To know what need to be done To know how to organize and coordinate tasks To know what facilitation are needed To enable effective communication
To monitor progress and results
Adjust
To adjust actions according to development during implementation
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See and Adjust
Measure
Define
Control
Analyze
Improve
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Why DMAIC?
Define – to know the scope of the issue
Measure – to describe the situation of the issue with objective data and facts
Analyze – to understand the issue, the situation and also the interrelationship
Improve – to bring the situation of the issue to desire level
Control – to ensure effect of improvement stays without deterioration 41
Concept 5 Need to manage performance
Performance cannot be good unless managers demand for performance
Performance requirements have to be clearly communicated
Staffs need to be told when their performance is not up to expectation
Critical performance must be enforced
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Weak links limit performance
Work results are the combine effect of all the factors and the way they are coordinated.
The combine effect can only be as good as the weakest factor.
Smart managers pay close attention to the weakest factors and continually work on improving them or eliminating them.
When apply this concept to people, it is better to eliminate a poor staff if he does not improve. This is because an ineffective member affects the effectiveness of the whole team. 43
Control to maintain performance
Equipment will deteriorate if not maintained. Work quality will deteriorate if not monitored. Health will deteriorate if not managed.
Everything deteriorate naturally unless maintained – maintenance is important to everything.
Control is the maintenance need of management.
Wise managers rely on systems to do the control. They get to do know k now critical happenings from information of their systems.
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The best control
Performance rest on a slope all the time. It has a tendency to slide down.
Control acts like a brake to prevent performance from sliding down.
But affordable control measures are always imperfect. Performance will still slide down.
The best way to ensure performance does not slide down is to always push it even higher, so that it will not have a chance to slide s lide below its original level.
Continual improvement improvement effort is the best control. 45
Most important concept Manager but not management is the key
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SUMMARY - The Gist
Managers manage to serve some purposes
Management needs to flexibly device and implement ways that FIT factors and conditions to the purposes
Good managers continually strive to modify factors and conditions to achieve the purposes better 47
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