6th Edition Chapter 15 Audio Lecture

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Chapter 15 DAY-TO-DAY MANAGEMENT FOR THE HEALTH PROFESSIONAL-AS-MANAGER

The Health Professional as Specialist: 

The Health Professional as Specialist Trained in a specific health profession Specialist in that role Functions routinely in that role Renders judgment on countless technical matters

The Health Professional as Manager: 

The Health Professional as Manager Takes on a second occupation: manager Demonstrates management skills A logical step in the career ladder A generalist, attentive to overall organizational considerations Two roles : that of specialist and that of generalist Two equally important roles

Signs of Managerial Discomfort: 

Signs of Managerial Discomfort Budgeting : viewed as a chore . Performance appraisal: a dreaded function Employee problems: tendency to shy away from these Identification with the work group: polarizing attitude of “them” vs. “us ” Disciplinary issues : dreaded, often minimized or avoided Personnel policies: remains unfamiliar with these; refers all to Human Resources Work priorities : inability to plan with priorities in mind Delegation failure : unable to utilize employees to their fullest

The Management Generalist: 

The Management Generalist A legitimate role in itself Advanced education and training in management In health care organizations : frequently combined with health care specialization

A Constant Balancing Act: 

A Constant Balancing Act Maintain a balance between specialist and generalist Avoid the attitude: once a specialist, always a specialist Foster a liking for management role Stay current in both the technical/specialist field and the management field

Ego Barriers to Effectiveness: 

Ego Barriers to Effectiveness Maintaining an inflated view of the importance of one’s profession relative to others Devaluing the management profession Failing to recognize management as a specialty in its own right Failure to attend to the “big picture ”: the organization as a whole

Overview: The Professional Managing the Professional: 

Overview: The Professional Managing the Professional The professional as a scarce resource Some special management problems Credibility of the professional’s s uperior

The Professional as Scarce Resource: 

The Professional as Scarce Resource The reality of periodic shortage of certain health care specialists Necessity of shifting focus : from recruitment to retention Attention to : better pay scales; more generous benefits ; more attractive schedules ; additional compensation for less popular assignments; a more clearly defined role ; a stronger voice in matters of patient care

Some Special Management Problems: 

Some Special Management Problems Following are a number of characteristics and circumstances that create problems in managing professionals: Specialist is well educated within a specific discipline Individual accustomed to a high degree of autonomy Person may be licensed and credentialed to function with autonomy May assume a mandate to get things done and report later, if at all Possesses mobility: many can choose to move freely among departments or organizations.

Some Special Management Problems (cont’d): 

Some Special Management Problems (cont’d) Following are some more characteristics and circumstances that create problems in managing professionals : As a solitary operator, specialist constantly exercises individual discretion and judgment Usually shows a high degree of self-confidence and independence of thought and action Is a self-starter; needs minimal supervision or direction Sometimes is tension between the lone operator and the team Sometimes is tension between the necessary autonomy and hierarchical authority

Credibility of the Professional’s Superior: 

Credibility of the Professional’s Superior Specific tension when manager is from a different profession The ego barriers surface The question of manager’s competence to deal with a specialist’s area Again , the need for the health care specialist to accept management as a legitimate profession in its own right

Leadership Style: 

Leadership Style Given the autonomous nature of the health care specialists work: Use the participative/consultative style Remain aware of underlying motivation: McGregor’s Theory Y

Communication and the Language of the Professional: 

Communication and the Language of the Professional Professional often speaks “inside language”: the jargon, the technical terms of a specialty “Inside language” an inevitable outcome of the growth of a specialty Tendency to use such language when communicating with others within the specialty Must be attentive to the need to shift to more general language when communicating with others; must avoid excluding others by using the “inside language ”

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Chapter 15 DAY-TO-DAY MANAGEMENT FOR THE HEALTH PROFESSIONAL-AS-MANAGER