Handbook for the New Health Care Manager / Edition 2 available in Paperback
Handbook for the New Health Care Manager / Edition 2
- ISBN-10:
- 0787955604
- ISBN-13:
- 9780787955601
- Pub. Date:
- 03/29/2001
- Publisher:
- Wiley
Handbook for the New Health Care Manager / Edition 2
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Overview
Product Details
| ISBN-13: | 9780787955601 |
|---|---|
| Publisher: | Wiley |
| Publication date: | 03/29/2001 |
| Series: | J-B AHA Press , #6 |
| Edition description: | REV |
| Pages: | 512 |
| Product dimensions: | 5.96(w) x 9.09(h) x 1.07(d) |
About the Author
Read an Excerpt
Chapter 1: Understanding and Undertaking the Role of Health Care Manager
As a new health care manager, you have undertaken a critical role in one of the most essential endeavors in a humane society-the delivery of health care services. You have entered this very demanding, challenging, and rewarding field at a time of great change and active growth. In its desire to rise to the challenges of this field, your organization has many expectations of you. Perhaps the expectation that is most encouraging to you personally is that the organization wants you to succeed. The organization looks good when a new manager succeeds, as success is an attestation to the institution's good judgment, its collective expertise, and its ability to develop talent and maintain organizational integrity. Conversely, when a manager fails, morale and organizational credibility are put at risk. Therefore, your organization has a vested interest in your success and will do everything possible to ensure that your term as a manager is productive.The organization has many methods of supporting you and helping you attain success as a health care manager. First, it has an informal support system in place and ready for your use. This support system includes your own manager, who will be your primary mentor and advisor as you enter the management field. It also includes your colleagues, your peers on the management team who for the most part will encourage your efforts and provide the benefit of their health care management expertise. The organization will provide you with support in the form of positive role models who will offer you a perspective on what works successfully in management and a frame of reference that you can draw from and apply to your own management responsibilities. By their words and actions, leaders within the organization will guide you to develop your own management approaches and leadership style. Your organization also should have a formal support system of management development programs and leadership education that should assist your initial efforts as a health care manager. But in absorbing the advice of colleagues and trainers, as well as the advice in this book, do not assume that your efforts to succeed will culminate in finding one particular style of leadership or one set of management applications that will suit all circumstances and situations-nothing could be further from the truth. You will create your own style of leadership, develop sound, comfortable, and effective management strategies, and be prepared to react positively to changing circumstances or particular nuances of your management position. Many of your first-year experiences as a health care manager will provide the insight and framework you need to develop your own leadership style and management strategies. In facing these experiences with the same desire and professional interest that enabled you to attain a management position, you'll benefit practically in developing a progressive approach that will work well for you.
Throughout this book, I present a wide range of management strategies and leadership applications that are immediately adaptable and applicable to your management role.. I do not offer magical solutions or present secret formulas for health care management. Rather, I describe a number of effective methods and approaches used by health care managers that have been refined through the process of trial and error. By understanding the material, adopting the strategies that seem most appropriate to your situation, and applying them to your everyday managerial responsibilities, you will take the first step toward successful health care management.
A logical starting point is to examine the health care environment and provide an overview of essential dynamics that will bear on your everyday responsibilities. Within this context, I discuss some basic characteristics needed by a successful health care manager in responding to customer demand and other forces for change. I then shift to the key elements that facilitate the transition from health care professional to health care manager. Because this transition may be difficult for many new health care managers, I provide a positive, progressive orientation to the management field and identify four shifts in perspective and critical skills that new managers must bring to their roles.
The Environmental Context of Health Care Management
The new health care manager must deal with a wide range of expectations from the external environment of the customerpatient community and the internal environment of the health care organization. Both environments impose pressing demands on the health care delivery system, thereby directly and indirectly affecting not only the health care manager's performance but also that of the manager's professional staff. It is important first to understand how these environmental dynamics affect your management activities and, second, to appreciate the increasing intensity of these dynamics as they impact you and your organization.
Effective health care organizations recognize that the customerpatient now has a wider choice of service options and pays more proportionately for those services. The customer-patient must be the organization's top priority and, by extension, your own first concern as a health care manager. However, organizations that consider customer-patient needs secondary to internal dynamics ("business-as-usual" practices) and egocentric institutional politics are destined for failure and closure.
Responding to Public Scrutiny, Customer Expectation, and Demand Three critical dynamics figure prominently in the changing external environment of health care organizations: public scrutiny, customer expectation, and customer demand. Public scrutiny of health care institutions is at an all-time high...