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Challenges facing Healthcare Leaders: Management Competencies

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  • 1. Challenges facing Healthcare Leaders: Management Competencies Organizational Complexity
    • Wallace Lockhart , University of Regina
    • Allen Backman , University of Saskatchewan
  • 2.
    • Five core disciplines of Public Health
      • Epidemiology
      • Health Promotion
      • Biostatistics
      • Environmental Health
      • Health Policy and Management
  • 3. Need to re-think curriculum for Health Management Program
    • Is current program
      • providing the right competencies?
      • targeted at the right levels,
      • The right people?
    • Where should future program be focused?
  • 4. Need to re-think curriculum for Health Management Program
    • Do we emphasize
      • Leadership?
      • Core areas (Hard skills)?
        • Accounting and Finance
        • Organizational Behaviour
        • Marketing
        • Human Resources Management
        • Strategic Planning
      • Personal skills
        • Emotional intelligence and relationship management,
      • Personal attributes
        • Commitment, values and motivation.
      • Broader concepts
        • Life-long-learning & responsiveness.
  • 5. Why study management competencies?
    • We have a variety of competency maps;
    • We have lots of management programs;
    • But our organizations have changed … Are we keeping up with those changes ?
    • What you do is valuable!
      • … despite popular political rhetoric ( if you aren’t a care-giver, what label is given to you ?)
      • … and it is important to discuss this
  • 6. Project Parameters:
    • Management is broad field: personal attributes, leadership, EI, life-long learning
    • Our focus: Management competencies in 4 categories (care giving, strategy, core management, and financial / analytical).
    • 3 levels: Front line, middle & senior
  • 7. Past Studies:
    • MacKinnon (2003) Competencies, Gaps
    • Hewitt (2006) – Human Resource Dilemma
    • CCHSE (2006) – Discussion Paper
    • So what have we learned?
    • That we don’t know enough!
  • 8. The Research
    • Quantitative & Qualitative – Triangulation
    • Questionnaire Survey
      • 266 CCHSE members – CEO, VP, HRM
      • Mix of CEO, VP, Manager / Director
    • Depth Interviews – Survey respondents
    • Focus Group – at 2008 NHLC
  • 9. PART 1 - COMPETENCIES
    • How important are each of (list of 18 items), for managers at each level?
    • Current average competency level in your organization, for each item.
    • From these two, we extrapolate “ THE GAP ”
  • 10. Competency Areas for Research
    • Caregiving
      • General Knowledge
      • New Developments
      • Professional Practice
    • Managing Quality
    • Knowledge of other HC Professions
    • Strategic Thinking
    • Decision-Making/Judgment
    • Process Redesign
    • Partnership, Collaboration & Advocacy
    • Leadership
    • Communications
    • Organization/Human Resource Mgmt
    • Managing in a Team Environment
    • Financial – Read & Interpret Reports
    • Financial – Budgeting
    • Financial – Responsibility for Budget
    • Analytical Skills (Qual/Quantitative)
    • Use of I.T./Technology Tools
  • 11. RESULTS – PART 1
    • We will scan Front Line & Senior levels
    • Importance
    • The GAP
  • 12. FRONT LINE: Important?
    • Most Important
    • Communications
    • Managing – team env.
    • Care Giving skills
    • Managing quality
    • Least Important
    • Process Redesign *
    • Financial & Analytical
    • Strategic Thinking
    • *: take note!
  • 13. FRONT LINE: THE GAP
    • Greatest GAPS
    • Communications
    • Managing quality
    • Leadership
    • Managing teams
    • Process redesign! *
    • *: What? It’s not that important!
    • Least GAPS
    • Partnership & collab
    • Strategic thinking
    • Care giving
  • 14. Part 1 Discussion – Front Line
    • We promote strong clinicians to managers
      • OR – we promote passion / leadership
    • But they lack management skills; AND … we don’t train them very well or give them time for school.
    • Larger organizations: less emphasis on financial, analytical & strategic.
    • Who provides training? CHA, not grad pgms
  • 15.
  • 16. SENIOR MANAGERS: Important?
    • Most Important
    • Leadership
    • Strategic Thinking
    • Communications
    • Decision Making
    • Financial - Budget
    • Least Important
    • I.T. / tech tools
    • Care giving
  • 17. SENIOR MANAGERS: THE GAP
    • Greatest GAPS
    • Process Redesign
    • Communications
    • Managing Quality
    • Strategic Thinking
    • Analytical Skills
    • Least GAPS
    • Financial – Budget
    • Care Giving
    How important were these competencies 25 years ago when we had smaller, simpler organizations?
  • 18. Part 1 Discussion – Middle Mgrs
    • Competency ratings low across the range.
    • Large gaps in the most important areas
    • Position challenge: between the top and the front (communications are key – and weak)
    • Process redesign is key – and very weak!
  • 19. Part 1 Discussion – Senior Mgrs
    • (We are just the messengers, don’t shoot us .. these are views of senior managers, many of you!)
    • Gaps are smaller than other levels, but still some important concerns.
    • Many have graduate management degrees, yet major GAPS in strategy, analytical skills, communications … why?
    • (Hmmm … ummm, come to think of it, we’re the teachers. Never mind; ignore this; let’s move on …)
  • 20. Part 1 – Other discussion
    • Looking up / looking down
    • Financial: Either important – or not!
    • Leadership: Definable? Learnable?
    • Accreditation: Competencies vs Attributes
    • Universities: Core competencies, part-time, flexible, perhaps certificate programs?
  • 21.  
  • 22. PART 2: ORGANIZATION FACTORS
    • This is where the fun part starts!
    • Just a few insights – for now!
  • 23. The Questionnaire – Part 2 Organizational factors that may influence a manager’s ability to do their job.
    • Sufficient skills?
    • Sufficient authority?
    • Analytical support?
    • Time!
    • Training / Succession
    • ORG: do P&P help?
    • Org structure – help?
    • Span of control
    • Org complexity
  • 24. SMALL ORGANIZATIONS ARE INEFFICIENT. BUREAUCRATIC. BIG IS BETTER. RIGHT?
    • Re-Regionalization
  • 25.
  • 26.
  • 27.
  • 28.
  • 29. YOU AND YOUR MANAGEMENT TEAM SEE THINGS IN THE SAME WAY, RIGHT?
    • Hey, Boss …
  • 30.
  • 31.
  • 32.
  • 33.
    • A few more …
  • 34.
  • 35.
  • 36.
  • 37. Conclusions – Part 1
    • We have a better sense of strengths & GAPs
      • Process redesign; managing quality; analytical skills; strategy … doesn’t that come from engineering and business schools?
    • Front line managers – the greatest GAPs
    • What can we do about it?
      • Healthcare organizations
      • CHA – provides / supports core mgt programs
      • Universities – opportunities, non-trad’l programs
  • 38. Observations – Part II
    • Organizational factors are at least as important as management competencies.
    • Regional healthcare organizations continue to evolve … We have to make sure we have people with the competencies needed to manage them!
    • Integration of complex, diverse services is a complex organizational and operational challenge.
    • Big, complex organizations aren’t working!
  • 39. So … What do we do about this?
    • Universities:
      • What can/should we teach?
      • How much conceptual vs experiential?
      • Should we train the front-line managers?
    • Healthcare organizations:
      • Do org systems let managers manage?
      • Why would strong clinicians take mgt job?
      • Do you provide needed training opportunities?
  • 40. THANK YOU! Questions, Please!
    • [email_address]
    • [email_address]