Group work -meaning and definitions- Characteristics and Importance
Managing
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SUBMITTED TO:
Prof.Keshav Kansana
SUBMITTED BY:
Kanchan Sharma
Kratika Parpayani
Mayank Adhauliya
Shahrukh Khan
Vanshika khandelwal
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Managers selected
M a n a g i n g i n h e a l t h c a r e
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• Dr Michael Thick,
Surgeon and Head
of a Liver Transplant
and a Research
Team, St. Mary’s
Hospital
• Ann Sheen, Director
of Nursing Services,
Reading Hospitals
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What is Healthcare Management?
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• An individual who wants to play an important role in healthcare
without having patient contact may be interested in learning what
healthcare management has to offer.
• A person does not need to be in the operating room, dispensing
medication or providing direct care to patients to be a vital part of
the medical industry.
• Without a good healthcare management system, a healthcare
facility would not be able to effectively care for patients, keep a good
staff or make a profit.
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How to Become a Healthcare Manager
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• To become a healthcare manager, an individual should have a
master’s degree in healthcare management, health administration or
public health.
• While an applicant may be hired with a bachelor’s degree, most
hospitals prefer the manager to have a master’s degree. The
individual may choose a master’s degree in public administration or
business with a concentration in health services management or
healthcare management.
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About Dr.Micheal Thick
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• Surgeon and Head of a Liver Transplant and a Research
Team, St. Mary’s Hospital
• Dr Thick was a Clinician as well as a Manager, indeed only
minimally a manager.
• Works as Bottom level of
Management.
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Description of the day
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• He nearly arrived at 8:00a.m.
• He started his round at 8:30a.m.,with the team of nine including
medical specialist, two senior house officers (interns), a registrar
and a senior registrar (residents), and three nurses.
• At 9:40, the rounds ended, and headed towards discussion room
where he mostly listened and occasionally commented and left the
room at 11:00a.m.
• Back in his office, Dr T interviewed a woman about a nursing job, as
transplant coordinator (which involved the difficult work of
"harvesting organs", including travel to the source, anywhere in
Europe, to arrange to get the organ, bringing it back to London, and
preparing the operating rooms on both ends, etc.) That meeting
ended at 11:20
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Model of managing
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• Doing would seem to describe Dr T's key managerial role at the start
of this day
• Controlling, in the sense of overseeing and authorizing the work of
the research team, which Dr T also infused with a certain amount of
leading as he encouraged teamwork (and had evidentially built the
team in the first place.)
• All three of these roles focused into the units being managed: there
was little evidence of external linking or dealing. (Communicating
obviously accompanied all the activities.)
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Managerial day by factors influencing
DR.MICHEAL THICK
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• EXTERNAL CONTEXT
1. Culture – Little influence
2. Sector- Modest influence
3. Industry- Major influence
• ORGANIZATIONAL CONTEXT
1. Form of organization- Major influence
2. Age, Stage, Size- Little influence
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….contd.
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• JOB CONTEXT
1. Level –Little influence
2. Function- Little influence
• SITUATIONAL CONTEXT
1. Temporary pressures- Little influence
2. Fashion- Little influence
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….contd.
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• PERSONAL CONTEXT
1. Background- Major influence
2. Tenure- Little influence
3. Style -Little influence
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About Ann Sheen
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• Director of Nursing Services, Reading Hospitals.
• Ann was middle level manger.
• Ann Sheen at Battle Hospital was spending about half her time as
head of nursing and half at the Royal Berkshire Hospital, a few miles
away, the two having recently been merged to form one “unit”.
• As an experienced nurse as well as nursing manager, Ann obviously
knew the operations intimately.
• Ann exuded an enormous amount of
energy in the exercise of her managerial
duties.
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Description of the day
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• This was an inside day; Ann spent little time with people outside her
own unit.
• She met first with her assistant to review a host of issues briefly,
then engaged in a lengthier meeting with a group of eight nurses,
young and bright, half of them working in first-line supervisory
positions, the other half seconded into staff assignments.
• Ann was energizing a team she had been assembling to build up the
nursing function and enhance its professional status.
• Later Ann met a nurse with some health problems to ease her
transition into retirement, and then spent some time touring the
wards, as she apparently did daily, before leaving for the other
hospital.
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…contd.
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• Several times during the day, Ann was asked by nurses to convey
messages up the hierarchy, and other times she chose to respond
to requests of her nurses by announcing that she would convey
them up the hierarchy.
• The use of higher authority seemed as much a convenience for her
as a real need, indicated by the fact that she answered questions
quickly, with the expression of clear preferences.
• Ann’s agenda was dominated by one issue, imposed by the merger
of the two hospitals: to knit the two operations into a single
managerial unit.
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Model of Managing
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• Ann’s quick answers to the questions concerning the administration
and her own wishes could be seen as a natural flow from
communicating to linking and controlling.
• She exhibited great energy and presence, but was hardly practicing
a country-club style of leadership.
• Her work can be best located at one place on our model, it would
seem to be where controlling meets leading.
• Ann and her team used the word “spot” for the nursing manager on
site, especially during nights and weekends. So Ann was certainly
the manager on the spot.
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Managerial day by factors influencing
ANN SHEEN
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• EXTERNAL CONTEXT
1. Culture –Little influence
2. Sector- Modest influence
3. Industry- Major influence
• ORGANIZATIONAL CONTEXT
1. Form of organization- Major influence
2. Age, Stage, Size- Little influence
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….contd.
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• JOB CONTEXT
1. Level – Little influence
2. Function –Modest influence
• SITUATIONAL CONTEXT
1. Temporary pressures- Little influence
2. Fashion- Little influence
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….contd.
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• PERSONAL CONTEXT
1. Background- Major influence
2. Tenure- Little influence
3. Style – Little influence
