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