Planning, Management & Leadership for Health Information Technology The Management and Leadership Distinction Lecture b – Temporary Leadership This material Comp18_Unit2 was developed by The University of Alabama at Birmingham, funded by the Department of Health and Human Services, Office of the National Coordinator for Health Information Technology under Award Number IU24OC

The Management and Leadership Distinction Learning Objectives Compare and contrast concepts of leadership and management Describe the concept and importance of developing followership Discuss challenges of leading in a hybrid HIT organization Define and discuss the Project Management Institute’s (PMI) three types of organizations Discuss pros and cons of temporary leadership 2 Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b

The HIT Environment Leadership Challenges –Multiple projects Server upgrade Software upgrade New system –Multiple levels of leadership/reporting structures –High degree of complexity –Temporary leaders/managers often involved 3 Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b

The HIT Environment Management Challenges –Who has the authority for managing system changes? –Who has authority for managing the resources? Who do I report to?? Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b 4

Hybrid Environment Managing regular operations –Current state Involved in project that will change operations –Planning future state Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b 5

Organization Types Project Management Institute (PMI) lists three types of organizations –Functional –Projectized –Matrix Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b 6

Organization Types Functional Organizational Structure –Most common structure –Project Manager may be named, but Department manager typically “in charge” –Project manager has low influence or power Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b 7

Organization Types Pros Deeper company expertise –All resources on project have in-depth knowledge of departmental processes Defined career paths –Permanent staff resource 8 Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b Functional Organizational Structure

Organization Types Pros Deeper company expertise –All resources on project have in-depth knowledge of departmental processes Defined career paths –Permanent staff resource Cons Project Manager –High Responsibility –Low authority Resources –May not be available 9 Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b Functional Organizational Structure

Organization Types Projectized Organizational Structure –Organization structured according to projects, not functional departments –Project manager manages project and people –Project manager highest level of control Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b 10

Organization Types Pros Project Manager has complete authority Project Manager has loyalty –Common goals 11 Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b Projectized Organizational Structure

Organization Types Pros Project Manager has complete authority Project Manager has loyalty –Common goals Cons Project Team Members may find their positions in jeopardy when project is over Team members may be “pigeon-holed” after long projects 12 Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b Projectized Organizational Structure

Organization Types Matrixed Organizational Structure –Individuals report to both a functional and project manager –Can be weak, strong or balanced matrix Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b 13

Types of Matrix Structures Strong –Building construction manager Weak –Part-time coordinator on project Balanced –Internal software development effort Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b 14

Organization Types Pros Best of both worlds –Project managers embedded into department 15 Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b Matrixed Organizational Structure

Organization Types Pros Best of both worlds –Project managers embedded into department Cons Higher costs Increased conflict potential between project and functional managers 16 Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b Matrixed Organizational Structure

Leading in a Hybrid Organization Bringing it Home Implementation managers should understand and manage risks with managing teams comprised of resources who do not report to them The functional manager is your best friend “You are only as good as your last project.” Maintain ties! Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b 17

Temporary Leadership Staff may be temporary –May be teams of hardware, software and integration resources on site at any time Leader may be temporary –Project managers may implement a system then move on to the next client site Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b 18

Importance of Communication To be effective, temporary leaders need: –Listening skills –Emotional intelligence Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b 19

Temporary Leadership Pros and Cons Pros Mobile implementation managers: you’re in, you’re out Refine your ability to instantly recognize the environment 20 Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b

Temporary Leadership – Pros and Cons Pros Mobile Implementation Managers: you’re in, you’re out Refine your ability to instantly recognize the environment Cons Building trust is difficult Knowledge transfer often inadequate Temporary leadership of a project may create unrest 21 Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b

The Management and Leadership Distinction Summary Understand the business you’re supporting 22 Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b

The Management and Leadership Distinction Summary Understand the business you’re supporting Get to know the organization’s resources personally 23 Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b

The Management and Leadership Distinction Summary Understand the business you’re supporting Get to know the organization’s resources personally Alignment with the clinical enterprise is key 24 Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b

The Management and Leadership Distinction References – Lecture b Images Slide 4, 10: Microsoft clip art; Used with permission from Microsoft. 25 Health IT Workforce Curriculum Version 3.0/Spring 2012 Planning, Management and Leadership for HIT The Management and Leadership Distinction Lecture b