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FACHE Board of Governors Exam Study Group

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Presentation on theme: "FACHE Board of Governors Exam Study Group"— Presentation transcript:

1 FACHE Board of Governors Exam Study Group
Management Module Speaker: James B. Burke, FACHE Chief Operating Officer Hahnemann University Hospital

2 Agenda Objective, Purpose and End state
Overview and Management Module Structure Study material on Management Module Review sample questions Additional references

3 Tonight’s Study Group Objective Purpose End state
The FACHE study group will use their knowledge and experience to thoroughly study the Management Module of the BOG Exam Purpose To achieve a level of comprehension valuable to both our exam prep and our professional development End state Study group members will be able to pass questions from the Management Module

4 Overview Management This area covers general management principles, planning, organizing, directing, and controlling in addressing overall organizational objectives.

5 Management Module Structure
Management Knowledge (30 of 200 Questions) Knowledge of: Implementation planning (e.g., operational plan, management plan) Contingency planning (e.g., emergency preparedness and response) Organizational systems theory and structuring (e.g., span of control, chain of command, interrelationships of organizational units) Management functions (e.g., planning, organizing, directing, controlling) Leadership theory and situational applications Team-building techniques Mediation, negotiation and dispute resolving techniques Potential impacts and consequences of decision making in situations both internal and external How an organization’s culture impacts its effectiveness Ability to: Analyze and evaluate information to support a decision or recommendation Distinguish relevant from irrelevant information Integrate information from various sources to make decisions or recommendations

6 Mgt Functions & Decision Making
Five Management Functions Planning Organizing Controlling Directing Staffing Must juggle all functions Decision making binds together and enables these functions

7 Decision Making Decision making is subset of problem solving
Problem Solving Framework Problem analysis Course of action development Decision making Evaluation of results using explicit + measurable criteria

8 Skills, Roles and Competencies of Leaders and Managers
Caretaking, status quo / transactional? Leaders Visionary, dynamic / transformational? Senior Leaders / Managers must be able to operate in both roles

9 Skills by level Conceptual Skills Interpersonal Skills
Technical Skills Senior Managers heavily use conceptual skills Middle and entry level managers evenly mix all three skills

10 Successful leaders / managers integrate all these roles smoothly
Interpersonal Roles Figurehead Influencer Informational Roles Monitor Spokesperson Decisional Roles Entrepreneur Negotiator Successful leaders / managers integrate all these roles smoothly

11 Competencies Conceptual Technical Managerial Clinical Interpersonal
Collaborative Political Commercial Governance

12 Sources of Power Leaders are able to influence behavior through authority or power Sources of power: Legitimate / formal Reward Coercive Expert Referent

13 Using Power Most leaders have blended sources of power
Risks and benefits of using types of power

14 Leader Traits Assertive Cooperative Decisive Dependable

15 Leader Skills Intelligence Conceptually skilled Creative Persuasive

16 Leader Styles Likert’s continuum of leadership effectiveness
Autocratic Benevolent Consultative Participative / democratic

17 Situational / Contingency Theory
Leader changes behavior according to situation More sophisticated, flexible and effective

18 Designing Formal Organizations
Planning drives organizing, which in turn drives design of organizations Senior Managers / Boards focus on: Authority and Responsibility Department structure Coordination of relationships Managers focus on: Individuals, workgroups and workgroups clusters Span of control

19 Organizational Design
Health System HS Org Cluster (Clinical Staff) Workgroup (Dept / teams) Workgroup

20 Informal Organization
Reflects wishes and preferences or workers Characterized by “dynamic behavior and activity patterns” (!!) Informal and Formal Organization structures combine to form the reality of the actual organization

21 Strategic and Operational Planning

22 Strategic and Operational Planning
Strategic Planning / Management Long term goals and direction Strategic Issues Management (SIM) Systematic process that proactively influences the external environment vs. reacting to events (Google search / Amazon)

23 Strategic and Operational Planning
Direction and activities of individual units and departments Operational plan must be coordinated with, and is subordinate to, the Strategic Plan

24 Planning Characteristics
Type Of Planning Scope Time Frame Owners Approach Strategic Strategies Mission Objectives General Policy Broad Long Range Senior Managers Developmental Incremental Proactive Reactive Operational Dept objectives Programs Policies Narrow Short Term Middle Managers

25 Contingency Planning External Disaster Planning
Mass Casualty Internal Disaster Planning Earthquake Hurricane Staff food poisoning Utility cut

26 Managers as Negotiators
Win-Win (Cooperative) Win-Lose (Competitive) Informal Handshake / memo Formal Contracts

27 Conflict in Negotiations
Resource allocation Money, goods, services Psychological Dynamics – more difficult Ego Fairness Appearances

28 Resolving Disputes Legal…last resort; Negotiate first!
Alternative Dispute Resolution (ADR) Used for decades for commercial disputes Private, inexpensive, efficient ADR Includes: Binding and Non-Binding Arbitration Mediation, mini trials, fact finding

29 ADR Application of ADR techniques
Mediation good when ongoing relationship is desired Binding arbitration required to resolve disputes involving malpractice

30 Management Study Guidelines
Understand the management functions and their link to decision making. Know various management skills, roles, styles and contingency (situational) leadership theories. Comprehend the concepts of designing and redesigning formal organizations. Differentiate the formal and informal organization and how each can aid in achieving objectives. Distinguish strategic and operational planning and know their elements and processes. Understand contingency planning and its application in health services organizations. Know the uses of negotiation and how managers use their skills as negotiators. Understand alternative dispute resolution and the roles of mediation and arbitration.

31 Sample Questions

32 Sample questions

33 References Management and Business
Haimann's Healthcare Management, Eighth Edition, by Rose T. Dunn, FACHE Healthcare Strategic Planning, Second Edition, by Alan M. Zuckerman, FACHE, FAAHC Health Services Management: Readings and Commentary, Eighth Edition, by Anthony R. Kovner, Ph.D., and Duncan Neuhauser, Ph.D. The Leader's Change Handbook, by Jay A. Conger, Gretchen M. Spreitzer, and Edward E. Lawler III (This book contains chapters covering several knowledge areas.) Leadership for the Future: Core Competencies in Healthcare, by Austin Ross, LFACHE; Frederic J. Wenzel; and Joseph W. Mitlyng Managing Health Services Organizations and Systems, by Beaufort B. Longest, Jr.; Jonathon S. Rakich; and Kurt J. Darr, J.D., Sc.D., FACHE Mastering the Negotiation Process: A Practical Guide for the Healthcare Executive, by Christopher L. Laubach The Well-Managed Healthcare Organization, Sixth Edition, by John R. Griffith, FACHE, and Kenneth R. White, Ph.D., FACHE

34 References All Modules: Exam Prep three-book Study Set:
Exam Prep three-book Study Set: The Financial Management of Hospitals and Healthcare Organizations, Fourth Edition, by Michael Nowicki, EdD, FACHE, FHFMA The Well-Managed Healthcare Organization, Sixth Edition, by John R. Griffith, FACHE and Kenneth R. White, PhD, FACHE Human Resources in Healthcare: Managing for Success, Third Edition, by Bruce J. Fried, PhD and Myron D. Fottler, PhD


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