ANAPHYLAXIS BY DR.SOHAN BISWAS,MBBS,DNB(INTERNAL MEDICINE) RESIDENT.pptx
General principals of Hospital Management
1. Dr. Marie Habib
Master in Healthcare Quality Management
From High Institute of Public Health – Alex. University – 2009.
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2. • The word "hospital" comes from the Latin hospes,
signifying a stranger or foreigner, hence a guest.
• Hospes is thus the
root for the English
words host
(hospitality, hospice,
hostel and hotel)
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5. • Top Managers
– Responsible for making decisions about the direction of
the organization and establishing policies and
philosophies that effect all organizational members .
– Examples; President, Chief Executive Officer, Vice-
President
• Middle Managers ( btw the lowest and top levels)
– Manage the activities of other managers and non
managerial employees and translating the goals set by top
managers to specific details that lower managers can
understand.
– Examples; District Manager, Division Manager
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6. • First-line Managers
– Responsible for directing the day to day activities
of non-managerial employees
– Examples; Supervisor, Team Leader
• Non-managerial Employees
– People who work directly on a job or task and
have no responsibility for overseeing the work of
others.
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7. The individual responsible for achieving
organizational objectives through efficient and
effective utilization of resources
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13. • Planning
– Defining the organizational purpose and ways to
achieve it
– example: defining goals, developing plans,
coordinate the activities, and establishing the
strategy.
• Organizing
– Arranging and structuring work to accomplish
organizational goals
– example: who reports to whom and dividing work
on employees.
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14. • Leading
– Directing the work activities of others
– example: resolving conflicts, motivating
employees, chosen the most effective channel to
communicate
• Controlling
– Monitoring, comparing, and correcting work
performance
– example: evaluation
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17. • Figurehead- ethical guidelines and the principles of
behavior employees are to follow in their dealings
with customers and suppliers
• Leader- give direct commands and orders to
subordinates and make decisions
• Liaison-coordinate between different departments
and establish alliances between different
organizations
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18. • Monitor- evaluate the performance of
managers in different functions
• Disseminator-communicate to employees the
organization’s vision and purpose
• Spokesperson- give a speech to inform the
local community about the organization’s
future intentions
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19. • Entrepreneur- commit organization resources to
develop innovative goods and services
• Disturbance handler- to take corrective action to deal
with unexpected problems facing the organization
from the external as well as internal environment
• Resource allocator- allocate existing resources
among different functions and departments
• Negotiator- work with suppliers, distributors and
labor unions
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20. • Technical Skills
– The ability to use a special proficiency or expertise
to perform particular tasks.
• Conceptual Skills
– The ability to think critically and analytically.
• Human Skills
– The ability to work with others.
– A high level of emotional intelligence
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22. A persons’ knowledge and ability to make effective
use of any process or technique constitutes his
technical skills.
For example: Engineer, accountant, data entry
operator, lawyer, doctor etc.
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23. An individuals’ ability to cooperate with other
members of the organization and work effectively in
teams.
For example: Interpersonal relationships, solving
people’s problem and acceptance of other
employees.
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24. Ability of an individual to analyze complex situations
and to rationally process and interpret available
information.
For example: Idea generation
and analytical process of
information.
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25. Classical
Behavioral
Management
Science
Systems
Theory
Attempts to develop the best way to manage in all
organizations by focusing on the jobs and structure of the
firm.
Attempts to develop a single best way to manage in all
organizations by focusing on people and making them
productive.
Recommends using math (computers) to aid in problem
solving and decision making.
Manages by focusing on the organization as a whole and
the interrelationship of its departments, rather than on
individual parts.
Sociotechnical
Theory
Recommends focusing on the integration of people and
technology.
Contingency
Theory
Recommends using the theory or the combination of
theories that best meets the given situation.
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26. • Planning is the function of management that
involves setting objectives and determining a
course of action for achieving those
objectives, with the proper utilization of the
resources.
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28. • Strategic,
• Tactical, and
• Operational.
– Operational plans lead to the achievement of
tactical plans, which in turn lead to the attainment
of strategic plans.
• In addition to these three types of plans,
managers should also develop a contingency
plan in case their original plans fail.
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29. • Strategic plans are all about why things need
to happen. It's big picture, long-term
thinking. It starts at the highest level with
defining a mission and casting a vision.
• Who are we? Where are we?
• Who do want to be? Where do we want to go?
• How do we get there? When do we want to be
there?
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30. • Tactical plans are about what is going to happen.
Basically at the tactical level, there are many
focused, specific, and short-term plans, where
the actual work is being done, that support the
high-level strategic plans.
• What needs to happen at each level, each day, to
support the strategic plan?
• What needs to happen in each department, each
day, to support the strategic plan?
• What does each team member need to do, each
day, to support the strategic plan?
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31. • An operational plan draws directly from strategic
plans to describe the missions and goals, program
objectives, and program activities.
• An operational plan addresses four questions:
• Where are we now?
• Where do we want to be?
• How do we get there?
• How do we measure our progress
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33. • Strategic planning is an organizational
management activity that is used to set
priorities, focus energy and resources,
strengthen operations, ensure that employees
and other stakeholders are working toward
common goals, establish agreement around
intended intended outcomes/results, and
assess and adjust the organization's direction
in response to a changing environment.
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35. 1) Analysis or assessment, where an
understanding of the current internal and
external environments is developed,
2) strategy formulation, where high level
strategy is developed and a basic organization
level strategic plan is documented
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36. 3) strategy execution, where the high level plan
is translated into more operational planning
and action items, and
4) evaluation or sustainment, where ongoing
refinement and evaluation of performance,
culture, communications, data reporting, and
other strategic management issues occurs.
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40. A vision statement is not limited to business
organizations and may also be used by non-
profit or governmental entities
A vision statement is a
declaration of
an organization's
objectives, intended to
guide its internal decision-
making.
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41. Although most of the time it will remain the
same for a long period of time, it is not
uncommon for organizations to update their
mission statement. Mission statements are
normally short and simple statements.
A mission statement, is
a statement which is used
to communicate the
purpose of an
organization.
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43. ACTION PLAN include:
• Action step(s): What will happen
• Person(s) responsible: Who will do what
• Date to be completed: Timing of each action
step
• Resources required: Resources and support
(both what is needed and what's available )
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44. 1 2 3 4 5 6 7 8 9 10
1-
2-
3-
Objective:………………………………….
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45. • Addressing goal measurement involves articulation of
objectives, indicators, and benchmarks.
• Objectives are the short-term conditions needed to
achieve desired conditions of well-being for children,
families, or communities in the long term.
• Indicators are quantifiable measures of progress; they
provide numeric assessment of the desired conditions
of well-being.
• Benchmarks are target levels of performance
expressed in measurable terms and specified time
frames, against which actual achievement is measured.
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46. • Tactical planning is intermediate-range (one
to three years) planning that is designed to
develop relatively concrete and specific means
to implement the strategic plan. Middle-level
managers often engage in tactical planning.
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47. • Operational planning generally assumes the
existence of organization-wide or subunit
goals and objectives and specifies ways to
achieve them. Operational planning is short-
range (less than a year) planning that is
designed to develop specific action steps that
support the strategic and tactical plans.
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48. • Organizing is the function of management
that involves developing an organizational
structure and allocating human resources to
ensure the accomplishment of objectives.
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49. • Structure
• Work specialization
• Chain of command
• Delegation
• Centralization, decentralization
• Departmentalization
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50. • Leading involves the social and informal
sources of influence that you use to
inspire action taken by others.
• The behavioral sciences have made many
contributions to understanding this
function of management.
• Studies of motivation and motivation
theory provide important information
about the ways in which workers can be
energized to put forth productive effort.
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51. The function of making sure
that plans succeed.
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52. • Know the success or the failure of the pilot
intervention
• Ensure that Performance Improvement is sustained
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53. • Setting Control Standards
• Measuring performance against
standards (Monitoring and comparison)
• Corrective action
Controlling is a continuous dynamic process
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54. Establish Standards and
methods of Measuring
Performance
Measure
actual
Performance
Does Actual
Performance
match the
Standards?
Take Corrective
Action
Basic steps of controlling
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59. • Avoid repetition of past mistakes.
• Remove or minimize confusions,
conflicts and frustrations.
• Increase the opportunities for
improving performance.
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60. • They involve checking compliance to
standards.
• They provide continuity – new staff can
understand the organization by
understanding the standards that are
used.
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61. “Good standards make good
workers and good
managers”
Griffith
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64. To minimize unnecessary variation in
clinical practice & consequently improve
performance and increase efficiency of
health care.
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65. • For utilization review
• In making everyday decisions
• For Quality Improvement
• Practitioner's evaluation
• Continuity of care
• Cost containment
• Medical education
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67. • Objectives-It is the ultimate goal towards which the
activities of the organization are directed
• Strategies-general program of action and
deployment of resources
• Policies-general statement or understanding which
guide or channel thinking in decision making
• Procedures-states a series of related steps or tasks to
be performed in a sequential way
• Programs-comprehensive plan that includes future
use of different resources
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