Respobsibilities of Management-NABH ManualDr Joban
This ppt is prepared on the basis of the NABH standards (2nd edition).it contains simple presentation of chapter 7 Responsibilities of Management (ROM). It may be useful for the trainers, AHCOs and the Vaidyas who are undergoing NABH accreditation.
Gives an overview on knowledge and knowledge management. Discusses the various knowledge management processes and systems necessary for effective knowledge management practice.
Respobsibilities of Management-NABH ManualDr Joban
This ppt is prepared on the basis of the NABH standards (2nd edition).it contains simple presentation of chapter 7 Responsibilities of Management (ROM). It may be useful for the trainers, AHCOs and the Vaidyas who are undergoing NABH accreditation.
Gives an overview on knowledge and knowledge management. Discusses the various knowledge management processes and systems necessary for effective knowledge management practice.
Every day in hospitals across the country, nurse managers help create healthy work environments that attract and retain competent and caring nurses by assuring that high standards are followed. To help nurses become more effective nurse managers, the HealthcareSource eLearning Library is pleased to offer AACN’s Essentials of Nurse Manager Orientation (ENMO).
A Guide to Applying Quality improvement to Healthcare Five PrinciplesHealth Catalyst
Healthcare is an art and a science. What many in the industry don’t understand is that systems and processes can coexist with personalized care. Quality improvement methods can be as effective in healthcare as they have been in other industries (e.g., agriculture, manufacturing, etc.).
Quality improvement in healthcare is not just achievable, it’s an absolute necessity given the amount of wasteful spending in the U.S. on healthcare. Organizations can reduce this wasteful spending while improving their processes by applying these five guiding principles:
Facilitate adoption through hands-on improvement projects.
Define quality and get agreement.
Measure for improvement, not accountability.
Use a quality improvement framework and PDSA cycles.
Learn from variation in data.
By using these principles and starting small, organizations can quicken the pace of quality improvement in healthcare.
this Ppt will be able to tell you about
- Role of INFORMATION TECHNOLOGY IN HOSPITALS
- VARIOUS TRANSACTIONS
- SOFTWARES AVAILABLE
- LIVE EXAMPLES OF HOSPITALS USING SOFTWARES
HMIS, the flagship of the Tamil Nadu Health System Project was implemented in a phased manner, started as Pilot (during the year 2008), followed by Phase- I (during the year 2009), Phase-II (during the year 2010) and finally Phase III (2011).
Health Management Information System “HMIS” is a judicious combination of Information
Technology (IT) and Management Systems, to deliver improved evidence based health care to the public at large. Health Management Information System also provides information based support for the implementation of cutting-edge reforms by the Tami Nadu Health Systems Project. Apart from Primary Health Centers and Secondary Care Hospitals, this project is envisaged to include all the Tertiary Care Hospitals including the Medical Colleges.
Among other resources of organizations, Human Resource is the most critical one that makes a difference in an organization’s performance. For employees to work for an organization with interest and commitment, it is true that organizations should place an effective Human Resource Management system in practice. Sound Human Resources Management practices are essential for retaining effective professionals in Hospitals. Given the recruitment and retention reality of health workers in the twenty-first century, the role of Human Resource Management in hospitals should not be underestimated. Health care is now an upcoming field. Modern hospitals, which provide the latest medical facilities, now employ thousands of personnel including medical, paramedical and support staff.
Every day in hospitals across the country, nurse managers help create healthy work environments that attract and retain competent and caring nurses by assuring that high standards are followed. To help nurses become more effective nurse managers, the HealthcareSource eLearning Library is pleased to offer AACN’s Essentials of Nurse Manager Orientation (ENMO).
A Guide to Applying Quality improvement to Healthcare Five PrinciplesHealth Catalyst
Healthcare is an art and a science. What many in the industry don’t understand is that systems and processes can coexist with personalized care. Quality improvement methods can be as effective in healthcare as they have been in other industries (e.g., agriculture, manufacturing, etc.).
Quality improvement in healthcare is not just achievable, it’s an absolute necessity given the amount of wasteful spending in the U.S. on healthcare. Organizations can reduce this wasteful spending while improving their processes by applying these five guiding principles:
Facilitate adoption through hands-on improvement projects.
Define quality and get agreement.
Measure for improvement, not accountability.
Use a quality improvement framework and PDSA cycles.
Learn from variation in data.
By using these principles and starting small, organizations can quicken the pace of quality improvement in healthcare.
this Ppt will be able to tell you about
- Role of INFORMATION TECHNOLOGY IN HOSPITALS
- VARIOUS TRANSACTIONS
- SOFTWARES AVAILABLE
- LIVE EXAMPLES OF HOSPITALS USING SOFTWARES
HMIS, the flagship of the Tamil Nadu Health System Project was implemented in a phased manner, started as Pilot (during the year 2008), followed by Phase- I (during the year 2009), Phase-II (during the year 2010) and finally Phase III (2011).
Health Management Information System “HMIS” is a judicious combination of Information
Technology (IT) and Management Systems, to deliver improved evidence based health care to the public at large. Health Management Information System also provides information based support for the implementation of cutting-edge reforms by the Tami Nadu Health Systems Project. Apart from Primary Health Centers and Secondary Care Hospitals, this project is envisaged to include all the Tertiary Care Hospitals including the Medical Colleges.
Among other resources of organizations, Human Resource is the most critical one that makes a difference in an organization’s performance. For employees to work for an organization with interest and commitment, it is true that organizations should place an effective Human Resource Management system in practice. Sound Human Resources Management practices are essential for retaining effective professionals in Hospitals. Given the recruitment and retention reality of health workers in the twenty-first century, the role of Human Resource Management in hospitals should not be underestimated. Health care is now an upcoming field. Modern hospitals, which provide the latest medical facilities, now employ thousands of personnel including medical, paramedical and support staff.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Shortell and Kaluznys Healthcare Management Organization Design and Behavior 6th Edition Burns Solutions Manual
1. Shortell HCM 6e Instructor Guide Chapter 2 Page 1
Section I: Chapter Outlines and Support Materials
Chapter 2
Leadership and Management: A Framework for Action
Elizabeth Bradley, Jane Banaszak-Holl, Ingrid Nembhard
Lecture Outline
A. Chapter Purpose
The purpose of this chapter is to define and distinguish the concepts of leadership and
management, identify theoretical traditions through which leadership has been
analyzed, consider the role of organizational culture, explain the larger set of roles
leaders may play in health care organizations, and summarize recent research on
healthcare and leadership.
B. Leadership versus Management
Leadership is the process in which one engages others to set and achieve a common
goal while management is the process of accomplishing predetermined objectives
through the effective use of human, financial, and technical resources.
1. Leadership is concerned with setting large goals.
2. Management is concerned with the execution of actions to achieve these goals.
3. One person may be called upon to perform both leadership and management.
C. Leadership in Organizations
There are three levels of management and associated responsibility.
1. Front line managers provide supervision directly to care providers. Here, individuals gain
exposure to managing teams, directly integrating clinical professionals and improving quality
and reducing inefficiencies in clinical care.
2. Middle managers have responsibility for entire units within the healthcare organization and
are the majority of managers. They face the double bind of managing up and reporting to their
own manager while managing down and supervising a group of subordinates.
3. Top managers are those responsible for managing the entire organization and have
responsibility for all units of the organization. They determine the strategic direction and consist
of two groups:
a. Those generally denominated by the term “Chief …” with acronyms such as CEO,
CFO, CIO, CNO, CMO and, in the past, terms such as president, vice-president,
treasurer, constitute the C-suite managers.
Shortell and Kaluznys Healthcare Management Organization Design and Behavior 6th Edition Burns Solutions Manual
Full Download: http://alibabadownload.com/product/shortell-and-kaluznys-healthcare-management-organization-design-and-behav
This sample only, Download all chapters at: alibabadownload.com
2. Shortell HCM 6e Instructor Guide Chapter 2 Page 2
b. The governing board is the ultimate legal authority and has overall legal
responsibility for the organization and its broad policies.
D. Theories of leadership
Leadership theories are characterized by the key factors used to explain leadership
success and compose four broad forms: trait, behavioral, contingency, and
contemporary.
1. Trait theories, 1920s through 1950s
a. Extroversion is the most common trait of successful leaders.
b. The trait itself may be less important than the activities that extraverted leaders
are likely to choose and the behaviors that a person with that trait is likely to use
when on the job.
c. Women are more likely to use a transformational style of leadership that
encourages intellectual stimulation of subordinates.
2. Behavioral theories, 1960s through 1970s
a. Behavioral approach emphasizes the actions that the person in the leadership role
takes while on the job.
b. Behaviors may be divided between those concerning people skills (employee-
oriented) and those targeting goal achievements in the organization (production-
oriented).
3. Contingency theories, 1970s through 1990s
a. Success of a specific behavior depends on the organizational context.
b. The path-goal model argues those in the leadership role must identify the
strongest barrier to a follower achieving the goal.
c. The leader-member exchange (LMX) theory argues those in leadership react
differently to their trusted and limited “in-group” who are given more flexibility in
tasks than to others, the “out-group,” whom the leader gives clearly defined goals
through formal requests.
4. Contemporary theories of leadership (Figure 2-1)
a. Models are more complex with recognition that leaders often respond to a
situation with a set of behaviors rather than a single response.
b. Transformational leaders change attitudes, values, and behaviors by:
1) Influence through a vision
2) Motivation through inspiration
3) Stimulation of the intellect of subordinates
3. Shortell HCM 6e Instructor Guide Chapter 2 Page 3
4) Individualization through consideration
c. Transactional leaders make direct appeals for performance through explicit reward
structures that:
1) Make rewards contingent on performance.
2) Correct problems actively when performance goes wrong.
3) Refrain from interruptions of performance if it meets standards.
4) Use laissez-faire approach to organizational change.
d. Emotional intelligence (EI) is a necessary and defining element of leadership. This is
the person’s ability to:
1) Be self-aware.
2) Detect emotions in others.
3) Manage emotional cues and information.
e. Individuals may acquire the knowledge and ability to use leadership behaviors
through various means:
1) Graduate professional programs.
2) On the job training.
3) Team leadership.
E. Leadership Roles
Leaders must engage in a number of roles: goal setting, strategic problem solving,
managing external stakeholders, managing the internal workforce, influencing
organizational culture.
1. Goal setting
a. Goals refer to the larger aspirations of the organization.
b. Objectives refer to subordinate goals needed to reach larger aspirations.
c. Important elements for achieving goals. Goals must:
1) Be broadly shared.
2) Be perceived as challenging but feasible.
3) Include a time element.
4) Be aligned with reward systems.
4. Shortell HCM 6e Instructor Guide Chapter 2 Page 4
d. Management by Objectives (MBO) is a method of using goals and objectives to
align organizational action and uses the acronym S.M.A.R.T. to describe way
objectives should be designed:
1) Specific
2) Measurable
3) Achievable
4) Realistic
5) Time bound
2. Strategic problem solving (Figure 2-2)
a. Step 1: Define the problem. (Figure 2-3)
b. Step 2: Set the overall objective. (Figure 2-4)
c. Step 3: Conduct a root cause analysis.
1) Fishbone diagramming
2) Flowcharting
3) Pareto charts
4) Histograms
5) Scatter plots
6) Regression analysis
d. Step 4: Generate alternative strategies to interventions.
e. Step 5: Perform a comparative analysis of alternatives. (Figures 2-5, 6, and 7)
f. Step 6: Select the best strategy and address its limitations.
g. Step 7: Develop an implementation plan and implement. (Figure 2-8)
h. Step 8: Develop an evaluation plan and evaluate.
3. Managing external stakeholders
a. Board and C-Suite interact with those outside the organization on strategic agenda.
b. Organizational performance cannot be reduced to financial profits.
c. External stakeholders do not have the same bureaucratic incentives as internal.
d. External stakeholders must be viewed as champions of the organization.
5. Shortell HCM 6e Instructor Guide Chapter 2 Page 5
4. Managing the internal workforce: Leadership and Followership
a. Leadership is influencing a group of people towards the achievement of a goal.
b. Followership is sharing a common purpose with the leader, believing in what the
organization is trying to accomplish, and wanting both the leader and the organization
to succeed.
c. Problems with leadership/followership include:
1) Leaders misconstruing their role as source of information and power
2) Leaders over tasking themselves, asserting rigid role boundaries and
hierarchical structures resulting in limited, dogmatic followership.
5. Influencing organizational culture (Figure 2-9)
a. Organizational culture is the deepest level of basic and shared assumptions and
beliefs that are shared by members of an organization.
b. Artifacts are signs of the physical, psychological, or social environment.
c. Values are what groups and individuals think ought to be.
F. Leadership in health care organizations: Evidence from research
Research has found a number of different leadership issues within health care
organizations.
1. Overview
a. Most research is based on anecdotes and only a small number are based on data-
driven, original research studies.
b. Five questions sought by data-driven, original research:
1) Does leadership matter?
2) Are there individual or setting characteristics that predict success?
3) What competencies are required?
4) What are the primary challenges?
5) What role does leadership play in a successful organizational change?
2. Leadership and Performance
a. Performance outcomes in health care:
1) Patient-related – Negative outcomes are significantly reduced when leaders
use people-oriented leadership styles.
6. Shortell HCM 6e Instructor Guide Chapter 2 Page 6
2) Staff-related – People-oriented leadership style is positively associated while
task-oriented is negatively associated.
3) Management-related – People-oriented styles are positively associated with
interdisciplinary teamwork, collaboration, role clarity, innovation and use of
evidence-based practices.
4) Those higher in the organization hierarchy use more transformational,
people-oriented behaviors than those lower in the hierarchy.
3. Predicting leadership effectiveness
a. Leader traits and characteristics of openness, extroversion, and motivation are
positively related to leadership effectiveness.
b. Leader behavior and practices that increase effectiveness:
1) Practicing and modeling leadership skills.
2) Initiating facilitative work structures.
3) Providing resources.
4) Establishing systems for staff accountability and reward.
5) Expressing consideration for staff.
6) Being responsive to staff and issues.
7) Using relationship-based competencies.
8) Key to effectiveness is using a variety of practices.
c. Context and practice setting:
1) Support for risk-taking.
2) Feeling of being rewarded for a job well-done.
3) Rules and regulations.
4) Belief in the importance of implicit and explicit goals and performance
standards.
4. Competencies for leadership in health care (Figure 2-10)
a. Competencies are the knowledge, skills and abilities needed to be an effective
leader.
b. Four competency areas for effective leadership:
1) Knowledge of the health care industry
2) Technical skills
7. Shortell HCM 6e Instructor Guide Chapter 2 Page 7
3) Analytic/conceptual skills
4) Interpersonal/communication skills
c. Competency-driven educational programs aka leadership development programs
d. Problem in research – tendency for journals not to publish studies that show no
significant effects
5. Primary Challenges (Figure 2-11)
a. Safety
b. Timeliness
c. Efficiency
d. Cost-effectiveness
e. Equity
f. Patient-centeredness of care
6. Leadership’s Role in Organizational Change
a. Transformational leadership is important, but insufficient.
b. Supportive leadership is critical to success.
c. Successful change requires administrative and clinical leadership.
7. Summary of Research
a. People-oriented styles of leadership positively contribute to all phases more than
task-oriented styles.
b. Leaders’ traits, characteristics, behavior, and practices together with the context or
practice setting influence leadership effectiveness.
c. The four competencies for leadership are consistently supported. (Figure 2-10)
d. People in health care leadership face clear set of challenges that have been stable.
e. Leadership support is critical for success.
f. Most research is of nurse leaders. Few studies of informal leadership are of
physicians, administrators, etc.
G. Sustaining Leadership
Individuals may come and go, but the organizational structure must provide a way to
continue across such transactions.
8. Shortell HCM 6e Instructor Guide Chapter 2 Page 8
1. Succession planning
a. Include review and codification of organizational culture, work practices, and job
design.
b. Cyclical change:
1) Identify individuals with the potential for greater responsibility.
2) Prepare them for higher level positions.
3) Move them into higher level positions.
c. Five critical abilities developed through early leadership experiences are the ability
to:
1) Set and implement agendas.
2) Handle complex relationships.
3) Promote basic organizational values.
4) Manage personal demands of top management positions.
5) Maintain critical self awareness.
2. Self-Care
a. Recognition, analysis, and processing of stressful situations.
b. Focus on larger picture.
c. Maintain perspective on core activities.
d. Distinguish role of leadership from self.
e. Analyze situation.
e. Avoid internalizing conflicts.
f. Process the stress related to leadership action.
H. Summary and Managerial Guidelines
1. Leadership and management are complementary but distinct.
2. Management and leadership are neither exhaustive nor mutually inclusive.
3. Leadership is a relationship between the leader(s) and the follower(s).
4. Transformational leadership can create changes in organizational culture.
9. Shortell HCM 6e Instructor Guide Chapter 2 Page 9
5. Strategic problem solving is a useful approach for leadership.
Overview of Chapter “In Practice and “Debate Time” Material
In Practice: The Case of Paul Levy, CEO of Beth Israel Deaconess Medical Center
1. How would you weigh the multitude of options employees suggest?
Develop a quantitative rating matrix following the suggestions illustrated in Figures
2-5, 2-6, and 2-7.
2. Who should contribute ultimately to decisions about where the biggest cuts in hospital
operations occur?
Follow Levy’s lead and seek staff-driven change; however, the ultimate decisions for
the biggest cuts must come from the board with the advice of the C-suite.
3. What values would you commit to maintaining through periods of cost cutting and economic
downturn?
High degree of patient care.
Support of staff maintaining positions as long as feasible.
Teamwork soliciting solutions and shared economic hardship.
Debate Time:
1. Many leadership experts argue that leadership is a role rather than a personal or
professional trait. Is this a distinction worth making?
This goes to the issue illustrated by the military expression, “Salute the uniform, not
the man.” This recognizes the officer role and the reality that not all officers may be
perceived as expressing good leadership traits. It is intended to make the
distinction clear and is an attempt to deal with problems of command in such a
highly structured organization. The distinction is important in supporting
subordinates subject to a difficult superior. However, it is more desirable for a
leader to exhibit personal and professional traits that engender the desire to follow.
2. Many people, even those well acquainted with the two concepts, confuse management and
leadership. Some argue that management is simply one skill that a leader may or may not
possess. Others depict leadership as enlightened management, saying “Management is doing
things right. Leadership is doing the right things.” Are they really two separate ideas?
They are certainly distinct as defined in the text. Leadership deals with engaging
others to set and achieve a common goal (people-oriented). Management is
concerned with the process of accomplishing predetermined objectives through the
effective use of human, financial, and technical resources (production-oriented). But
that definition of management incorporates “human resources” and can, arguably,
be seen to include leadership.
10. Shortell HCM 6e Instructor Guide Chapter 2 Page 10
3. Many professional development courses are available for building leadership skills and
competencies. Courses differ substantially, but most presuppose that leadership can be taught
or developed within a person. Is this presupposition valid? Based on what you know of your
peers and the leaders you consider to be great, can anyone demonstrate leadership?
Such courses would appear to support that idea, and follow-up research shows that
many taking the courses have improved as leaders. However, the discussion in the
text specifically cited various personality traits, e.g., extroversion, as being
characteristic of good leaders. Many people are introverts; psychologists often say
such personality traits are not changeable, so to some extent, elements desirable
for leadership may not be available to some people.
In Practice: South Essex Partnership University NHS Foundation Trust
1. How the SEPT leadership team made use of artifacts and feedback loops to change the
culture?
They had regular face to face open and honest staff briefings, regular staff
communications, and the relocation of the executive team to a building signaling
direction would be given to the closure program and problem service areas.
2. What other tactics did the leadership team use that may have contributed to their success?
They performed an initial analysis of the situation revealing poor and inconsistent
leadership, poor communication and morale, and lack of clarity in strategic
direction. Attention was focused on the other Trust’s services.
3. What, if anything, was the key to their success?
The application of a multilayered approach to organizational development.
Discussion Questions and Suggested Solutions
1. Where do leadership and management overlap in definition and responsibilities? Where do
they diverge?
They overlap in dealing with processes to handle resources. They diverge in that
leadership is concerned with handling human resources while management is directed
toward all resources and more focused on production. Leadership deals with large goals
while management is concerned with actions to achieve these goals.
2. How have theories of leadership evolved over the course of the 20th
century and into the
21st
century? When compared with the trait theories of the early 1900s, have modern
theories of leadership been simplified or grown more complex?
They have become more complex, with each new theory attempting to incorporate or
otherwise explain the earlier theories in some way.
11. Shortell HCM 6e Instructor Guide Chapter 2 Page 11
3. How does emotional intelligence differ from traditional conceptions of intelligence? What is
the relationship between emotional intelligence and leadership?
Emotional intelligence is a necessary and defining element of leadership. It is the person’s
ability to be self-aware, detect emotions in others, and manage emotional cues and
information. It differs from traditional conceptions of intelligence that deal with mental
activities such as quantitative and qualitative reasoning. Emotional intelligence is in many
ways an understanding of empathy for self and others that provides the basis for
understanding leadership.
4. How do transformational and transactional leadership differ? Give an example of each type
of leadership and when it might be preferable to the other.
Transformational leadership focuses on the people involved in the enterprise seeking to
shape them to better achieve its goals. Transactional leadership focuses on goals
themselves. Transformational leadership would be the choice in an organization involved
with creative pursuits such as advertising. Transactional leadership would fit best in an
organization where the goals were strictly defined and required performance by the book
such as assembly line construction.
5. What is organizational culture?
Organizational culture is the deepest level of basic and shared assumptions and beliefs
that are shared by members of an organization.
6. What are artifacts and how might they play a role in organizational change?
Artifacts are signs of the physical, psychological, or social environment. For example, the
language used to describe something may be interpreted by some in a negative way; a
change in that language to a more positive expression can provide a substantial benefit.
7. What is a “S.M.A.R.T” objective? Give an example that lays out how the objective meets
each of the “S.M.A.R.T” requirements?
An objective should be specific, measurable, achievable, realistic, and time bound. Driving
an automobile at 60 miles per hour for one hour from 4 to 5 PM today is an example. It is
specific because we know what it means to drive. It is measurable because we may
observe its speed on a speedometer. It is achievable because we have done it. It is realistic
because it takes resources we already have. It is time bound because we can observe the
time period stated.
8. How might one compare a series of alternative strategies? What are the concerns in using a
purely quantitative scale of evaluation?
One could prepare a rating matrix. A purely quantitative scale may overlook important
issues that the inclusion of a qualitative scale would show.
9. What are the responsibilities of the engaged follower?
12. Shortell HCM 6e Instructor Guide Chapter 2 Page 12
Followership is sharing a common purpose with the leader, believing in what the
organization is trying to accomplish, and wanting both the leader and the organization to
succeed.
10. What kind of actions might an organization take in order to ensure sustained leadership?
Include review and codification of organizational culture, work practices, and job design.
Provide for cyclical change by identifying individuals with the potential for greater
responsibility, preparing them for higher level positions, and moving them into higher
level positions.
End of Chapter Cases and Suggested Solutions
Case: Application of Problem Solving and Leadership – The New Department Director
1. What is the problem(s)?
Waiting time and backlog in the emergency department causing delayed patient care and
too frequent diversion of ambulances to other hospitals.
2. Consider individual-level, team-level, and system-level problems. For each, set an objective
that is SMART.
Individual Objective: Dr. Grant will increase use of people-oriented
procedures.
o Specific: Increase use of people-directed procedures. In particular,
involving Ms. Downs in planning and implementation of the new
systems.
o Measurable: Maintain a journal scoring instances of applying people-
directed procedures and production-oriented procedures.
o Achievable: Once his attention is directed to the people portion of
leadership, Dr. Grant will be able to increase his effectiveness in
applying such procedures.
o Realistic: Paying attention to people is obviously within Dr. Grant’s
abilities.
o Time Bound: Implementation of this objective can begin immediately
and continue throughout the reengineering and the future.
Team Level Objective: Increase team buy-in to reengineering.
o Specific: Increasing by-in by team members clearly states the goal.
o Measurable: Buy-in is measured by requesting that each member of
the team provide regular reports in a standardized form detailing
specific steps taken toward reengineering and soliciting extensive
unstructured observations and suggestions.
13. Shortell HCM 6e Instructor Guide Chapter 2 Page 13
o Achievable: The various team members are experienced in working
together. This objective simply directs their experience to
reengineering.
o Realistic: The team members’ general work experience is similar and
therefore the objective is realistic.
o Time Bound: Implementation of this objective begins coincident with
reengineering planning and continues throughout the reengineering
process.
System Level Objective: Discover significant operational problems in
departments.
o Specific: Discover significant operational problems in departments.
o Measurable: Each department is required to list and report its top three
problems ranked in order of cost to the organization.
o Achievable: Departments can review their records and query their staff
to provide the information.
o Realistic: Gathering the requisite information is within the abilities of
the departments.
o Time Bound: The initial discovery and gathering of problems will be
done within sixty days. Thereafter, significant problem reports will be
provided at the end of each month.
3. Could Dr. Grant have avoided the current situation? How?
Ms. Downs was a key stakeholder in the whole process and appeared from the outset to
be less than enthusiastic about the reengineering approach. Dr. Grant should have
involved her totally in the planning even allowing extra time to bring her around. With her
help, the absences of vital persons at the training and “go live” would probably have been
avoided. The lack of discussion at the staff meeting was a tip off that prime stakeholders
were still not on board. He may also have run the new system in a small setting with a few
cases continuing to be managed in parallel using the old system to check for problems and
increase staff familiarity.
4. Use concepts of leadership and management from this chapter to recommend what Dr.
Grant should do going forward.
Following this first false start, the system should be rolled back to the earlier approach
and a test bed as suggested in step 3 above implemented. It is vital for Dr. Grant to find a
way to bring Ms. Downs on board. Overall, Dr. Grant was more focused on the production
processes than the people processes needed to function well.
14. Shortell HCM 6e Instructor Guide Chapter 2 Page 14
Teaching Tips and Exercises
1. Use the case of Dr. Grant and the emergency room backlog and diversion issues as a forum
for role playing among the students. Various students will assume the role of Dr. Grant, Ms.
Downs, and other key members of the emergency team. Students are encouraged to
approach the case based on two different circumstances. The first is the case as described
where initial failure has occurred and there is a need to recover and “smooth ruffled
feathers” so that the reengineered process may eventually be successfully introduced. The
second is a modification to the first, assuming Dr. Grant took account of the potential for
resistance from Ms. Grant (and others) and made adjustments in approach to increase the
likelihood of success from the start.
2. Have students bring charts of organization for various health care organizations that they
can find through research on the Internet and elsewhere. Distribute the charts to various
teams of students and ask them to determine what leadership and management methods
are used from the available information.
3. Ask students to describe instances where an organizational change either succeeded or
failed and determine the reasons for the success or failure that may have stemmed from
leadership methods.
Complementary Readings
Kerzner, Harold. (2009). Project management. New York: John Wiley & Sons.
American College of Healthcare Executives: www.ache.org
Commission on Accreditation of Health Care Management Education:
http://www.cahme.org/index.html
Kerzner, Harold. (2009). Project management. New York: John Wiley & Sons.
Project Management Institute: www.pmi.org
Smoldt, Robert K., Cortese, Denis. (2007). Pay-for-Performance or Pay for Value?
http://www.mayoclinicproceedings.com/content/82/2/210.full
Section II: Study Guide Support Materials
Chapter 2
Vignettes and Suggested Solutions
Vignette: Lab Upgrade
You are in charge of the lab at a large hospital. Due to the economy and subsequent cuts in
budget, there has been a drastic reduction for many supplies deemed essential by the lab
technical staff. Many employees have expressed great concern that it will be impossible to
15. Shortell HCM 6e Instructor Guide Chapter 2 Page 15
continue operation with adequate standards of quality unless something is done to increase the
budget and acquire the needed supplies.
Suggest an approach to high-level management to obtain greater funding.
Since high-level management has the most general and largest stakeholder interest in the
organization, first approach one or two such managers informally to establish an interest
based on people-motivated goals. With these managers involved as champions, develop a
detailed plan incorporating a needs assessment including the quality standards required and
propose a suggested solution. Submit this at the appropriate formal meeting.
Overview of “Additional Debate” Time Material
Debate Time:
You are the administrator of a large practice of physicians who are considering teaming with a
regional hospital organization to establish a fully integrated health care system modeled on the
Mayo Clinic. One of the biggest changes you anticipate is moving from a billing system based on
distinct “pay for performance” procedures to one based on defined “pay for value” patient care
and outcomes. (See http://www.mayoclinicproceedings.com/content/82/2/210.full). How
would you plan for this transition?
Apply the S.M.A.R.T approach:
Specific: Transition current practice from pay for performance to pay for value
involving our entire medical and non-medical staff in the change.
Measurable: When all billing is based on value and none on performance, the
transition will be complete.
Achievable: The objective is achievable because other systems have implemented it
successfully.
Realistic: The objective is realistic because some of the nation’s leading health care
systems have both implemented it and become leaders with it.
Time bound: The objective will be achieved within two years. This allows ample time
for development and testing, consultation with historically successful organizations
operating on the principles for conversion of systems to handle the objective, and
training all medical and non-medical staff.
Shortell and Kaluznys Healthcare Management Organization Design and Behavior 6th Edition Burns Solutions Manual
Full Download: http://alibabadownload.com/product/shortell-and-kaluznys-healthcare-management-organization-design-and-behav
This sample only, Download all chapters at: alibabadownload.com