1. Chapter 2 The Managerial Role

2. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 2 Purpose and Overview Purpose –To understand roles of the health care manager Executive leadership Organizational management Strategic management Business enterprises Clinical and business service components

3. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 3 Purpose and Overview Overview –Behavioral Perspective –The Practice of Management: Integrating Organizational Process Management and Leadership Roles and Skills

4. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 4 Purpose and Overview Overview –Strategic Perspective of Health Care Management –Health Care’s Distinctive Context and Executive Leadership Requirements

5. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 5 Purpose and Overview Overview –Crossing the Quality Chasm: Distinctive Challenges –Developing a Standardized Knowledge Base for Professional Leadership and Health Care Managers

6. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 6 Behavioral Perspective of the Managerial Role Integrated and applied activity within a dynamic and evolving system

7. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 7 Mintzberg’s Managerial Roles Interpersonal – Figurehead – Leader – Liaison

8. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 8 Mintzberg’s Managerial Roles Informational Roles – Monitor – Disseminator – Spokesperson

9. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 9 Mintzberg’s Managerial Roles Decisional Roles –Entrepreneur –Disturbance Handler –Resource Allocator –Negotiator

10. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 10 Mintzberg’s Model of Management Person Frame of job Agenda of work

11. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 11 Behavioral Perspective of Managerial Styles Managerial Roles –Conceptual –Administrative –Interpersonal –Action

12. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 12 Behavioral Perspective of Managerial Styles How Managers Perform Roles –Linking –Conceiving –Leading

13. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 13 Behavioral Perspective of Managerial Styles Managerial Approaches to Action –Deductive –Inductive

14. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 14 Behavioral Perspective of Managerial Styles Management Mind-Sets –Reflective –Analytic –Worldly –Collaborative –Action

15. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 15 Integrating Management and Leadership Skills Systemic Organization Structure –Mission –Strategies, goals, and accountabilities –Production function –Strategic affiliations –Organizational culture

16. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 16 Integrating Management and Leadership Skills

17. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 17 Integrating Management and Leadership Skills Direction-Setting Processes –Learning about the organization –Framing an agenda –Aligning individuals –Framing, testing, and revising initiatives

18. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 18 Integrating Management and Leadership Skills Negotiating and Selling Processes –Framing issues –Soliciting help and presenting proposals –Building and maintaining contacts and communication –Building and managing coalitions

19. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 19 Integrating Management and Leadership Skills Monitoring and Controlling Processes –Ensuring organizational operation as planned –Detect unexpected shocks and disturbances –Initiation of corrective action –Restoration of organizational equilibrium

20. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 20 Integrating Management and Leadership Skills Work Processes –Customers –Transformations –Supply-chain systems serving customers requiring alignment to achieve mutual support

21. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 21 Integrating Management and Leadership Skills Work Processes –Quality control –Cost containment –Reduce cycle times

22. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 22 Integrating Management and Leadership Skills Work Processes –Enhance operating performance –Decrease fragmentation –Improve cross-functional integration

23. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 23 Integrating Management and Leadership Skills Organizational & Behavioral Processes –Decision making –Communication –Organizational learning

24. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 24 Integrating Management and Leadership Skills Organizational & Change Processes –Creation –Growth –Transformation –Decline

25. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 25 Integrating Management and Leadership Skills Organizational Management Work –Coping with complexity: good management helps to ensure organization’s survival

26. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 26 Integrating Management and Leadership Skills Executive Leader Roles –“Organizational system manager-in chief”’ –“Boundary spanner-in chief” –“Resource developer/investor-in chief” –“Transformation manager-in chief”

27. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 27 Integrating Management and Leadership Skills

28. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 28 Strategic Perspective of Health Care Management Role Defines strategic goals for organization’s survival and growth Apply strategic management concepts

29. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 29 Strategic Perspective of Health Care Management Role Organizational Transformation –Strategic planning to manage evolution of organization over time –Apply continuous judgment in ongoing operations

30. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 30 Strategic Perspective of Health Care Management Role Strategic Transformation –Identify opportunities to develop new competencies –Allow organization to create and experiment –Maintain sustainable competitive advantage

31. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 31 Strategic Perspective of Health Care Management Role Strategic Execution –Select and execute appropriate strategies to achieve goals

32. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 32 Strategic Perspective of Health Care Management Role

33. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 33 Health Care’s Distinctive Context and Executive Leadership Requirements

34. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 34 Health Care’s Distinctive Context and Executive Leadership Requirements Managing Clinical and Technology-Based Production Systems –Core “production work” to provide safe, effective, efficient clinical services

35. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 35 Health Care’s Distinctive Context and Executive Leadership Requirements Managing Organizational Complexity –Complex and strongly resource-dependent organizations –Monitor and evaluate safety, effectiveness, and efficiency –Intervene to improve services and ensure accountability

36. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 36 Health Care’s Distinctive Context and Executive Leadership Requirements Providing Value-Oriented Leadership –Health delivery organizations –Executive leadership

37. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 37 Challenges Facing Health Service Managers Institute of Medicine’s (IOM) Report: To Err is Human: Building a Safer Health System –44,000–98,000 annual deaths from preventable medical errors –Ranked as nation’s eighth-leading cause of death

38. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 38 Challenges Facing Health Service Managers IOM Recommendations –Design safe systems of care –Provide leadership –Respect human limits in process design

39. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 39 Challenges Facing Health Service Managers IOM Recommendations –Promote team functioning –Anticipate the unexpected –Create a learning environment

40. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 40 Challenges Facing Health Service Managers IOM Design Principles –Standardize and simplify equipment, supplies, and processes –Establish team training programs –Implement non-punitive systems for reporting and analyzing errors

41. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 41 Challenges Facing Health Service Managers IOM Report: Crossing the Quality Chasm: A New Health System for the 21st Century Health care services should be safe, effective, patient-centered, timely, efficient, and equitable

42. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 42 Challenges Facing Health Service Managers IOM Report: Crossing the Quality Chasm Six challenges: 1)Redesign care processes 2)Use information technologies 3)Manage clinical knowledge and skills

43. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 43 Challenges Facing Health Service Managers IOM Report: Crossing the Quality Chasm Six challenges: 4)Develop effective teams 5)Coordinate care 6) Incorporate performance and outcome measurements throughout operations

44. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 44 Challenges Facing Health Service Managers

45. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 45 Developing Standardized Knowledge for Leadership Adaptation and transformation require development of leadership competencies

46. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 46 Developing Standardized Knowledge for Leadership Skill Sets Managers Need to Succeed –Technical –Human relations –Team management –Facilitating and managing groups –Conceptual

47. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 47 Developing Standardized Knowledge for Leadership Chief Executive Officer Must –Effectively balance conflict –Effectively strategize –Adapt to change

48. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 48 Developing Standardized Knowledge for Leadership Competencies for Leadership Transformation –Achievement Orientation –Analytical Thinking –Community Orientation –Information Seeking

49. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 49 Developing Standardized Knowledge for Leadership Competencies for Leadership Transformation –Innovative Thinking –Strategic Orientation –Financial Skills

50. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 50 Developing Standardized Knowledge for Leadership Execution –Accountability –Change Leadership –Collaboration –Impact and Influence –Initiative –Organizational Awareness

51. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 51 Developing Standardized Knowledge for Leadership Execution –Performance Measurement –Information Technology Management –Communication –Process Management and Organizational Design –Project Management

52. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 52 Developing Standardized Knowledge for Leadership People –Interpersonal Understanding –Professionalism –Relationship Building –Self-Confidence

53. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 53 Developing Standardized Knowledge for Leadership People –Self Development –Talent Development –Team Leadership –Human Resources Management

54. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 54 Developing Standardized Knowledge for Leadership

55. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 55 Developing Standardized Knowledge for Leadership Competency Development –Career-long action-based reflective activity –Gained through a life-long process of experience-based reflection and growth

56. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 56 Developing Standardized Knowledge for Leadership Five Mind-Sets 1) Reflective 2) Worldly 3) Analytical 4) Collaborative 5) Action