Views Total views. Actions Shares. No notes for slide. Written by internationally recognized and respected experts in the field, the new edition continues to bring a systemic understanding of organizational principles, practices, and insight to the management of health services organizations. Based 3. Written by internationally recognized and respected experts in the field, the new edition continues to bring a systemic understanding of organizational 5.
Based on state-of-the-art organizational theory and research, the text emphasizes application and challenges you to provide a solution or a philosophical position. Based 9. Written by internationally recognized and respected experts in the field, the new edition continues to bring a systemic understanding of organizational Total views On Slideshare 0.
From embeds 0. Number of embeds 2. Downloads Shares 0. Management and leadership are neither exhaustive nor mutually inclusive. Leadership is a relationship between the leader s and the follower s. Transformational leadership can create changes in organizational culture. How would you weigh the multitude of options employees suggest? Develop a quantitative rating matrix following the suggestions illustrated in Figures , , and Who should contribute ultimately to decisions about where the biggest cuts in hospital operations occur?
What values would you commit to maintaining through periods of cost cutting and economic downturn? Debate Time: 1. Many leadership experts argue that leadership is a role rather than a personal or professional trait. Is this a distinction worth making? It is intended to make the distinction clear and is an attempt to deal with problems of command in such a highly structured organization. The distinction is important in supporting subordinates subject to a difficult superior. However, it is more desirable for a leader to exhibit personal and professional traits that engender the desire to follow.
Many people, even those well acquainted with the two concepts, confuse management and leadership. Some argue that management is simply one skill that a leader may or may not possess.
Leadership is doing the right things. They are certainly distinct as defined in the text. Leadership deals with engaging others to set and achieve a common goal people-oriented.
Management is concerned with the process of accomplishing predetermined objectives through the effective use of human, financial, and technical resources production-oriented.
Many professional development courses are available for building leadership skills and competencies. Courses differ substantially, but most presuppose that leadership can be taught or developed within a person. Is this presupposition valid? Based on what you know of your peers and the leaders you consider to be great, can anyone demonstrate leadership?
Such courses would appear to support that idea, and follow-up research shows that many taking the courses have improved as leaders. However, the discussion in the text specifically cited various personality traits, e.
Many people are introverts; psychologists often say such personality traits are not changeable, so to some extent, elements desirable for leadership may not be available to some people. How the SEPT leadership team made use of artifacts and feedback loops to change the culture?
They had regular face to face open and honest staff briefings, regular staff communications, and the relocation of the executive team to a building signaling direction would be given to the closure program and problem service areas. They performed an initial analysis of the situation revealing poor and inconsistent leadership, poor communication and morale, and lack of clarity in strategic direction.
Discussion Questions and Suggested Solutions 1. Where do leadership and management overlap in definition and responsibilities? Where do they diverge? They overlap in dealing with processes to handle resources. They diverge in that leadership is concerned with handling human resources while management is directed toward all resources and more focused on production. Leadership deals with large goals while management is concerned with actions to achieve these goals. How have theories of leadership evolved over the course of the 20th century and into the 21st century?
When compared with the trait theories of the early s, have modern theories of leadership been simplified or grown more complex? They have become more complex, with each new theory attempting to incorporate or otherwise explain the earlier theories in some way. How does emotional intelligence differ from traditional conceptions of intelligence?
What is the relationship between emotional intelligence and leadership? Emotional intelligence is a necessary and defining element of leadership. It differs from traditional conceptions of intelligence that deal with mental activities such as quantitative and qualitative reasoning.
Emotional intelligence is in many ways an understanding of empathy for self and others that provides the basis for understanding leadership. How do transformational and transactional leadership differ?
Give an example of each type of leadership and when it might be preferable to the other. Transformational leadership focuses on the people involved in the enterprise seeking to shape them to better achieve its goals.
Transactional leadership focuses on goals themselves. Transformational leadership would be the choice in an organization involved with creative pursuits such as advertising.
Transactional leadership would fit best in an organization where the goals were strictly defined and required performance by the book such as assembly line construction. What is organizational culture? What are artifacts and how might they play a role in organizational change? For example, the language used to describe something may be interpreted by some in a negative way; a change in that language to a more positive expression can provide a substantial benefit.
An objective should be specific, measurable, achievable, realistic, and time bound. Driving an automobile at 60 miles per hour for one hour from 4 to 5 PM today is an example. It is specific because we know what it means to drive. It is measurable because we may observe its speed on a speedometer.
It is achievable because we have done it. It is realistic because it takes resources we already have. It is time bound because we can observe the time period stated. How might one compare a series of alternative strategies? What are the concerns in using a purely quantitative scale of evaluation? One could prepare a rating matrix. A purely quantitative scale may overlook important issues that the inclusion of a qualitative scale would show.
What are the responsibilities of the engaged follower? What kind of actions might an organization take in order to ensure sustained leadership? Provide for cyclical change by identifying individuals with the potential for greater responsibility, preparing them for higher level positions, and moving them into higher level positions.
What is the problem s? Waiting time and backlog in the emergency department causing delayed patient care and too frequent diversion of ambulances to other hospitals. Consider individual-level, team-level, and system-level problems. Specific: Increase use of people-directed procedures. In particular, involving Ms.
Downs in planning and implementation of the new systems. Measurable: Maintain a journal scoring instances of applying peopledirected procedures and production-oriented procedures. Achievable: Once his attention is directed to the people portion of leadership, Dr.
Grant will be able to increase his effectiveness in applying such procedures. Time Bound: Implementation of this objective can begin immediately and continue throughout the reengineering and the future.
Measurable: Buy-in is measured by requesting that each member of the team provide regular reports in a standardized form detailing specific steps taken toward reengineering and soliciting extensive unstructured observations and suggestions.
Achievable: The various team members are experienced in working together. This objective simply directs their experience to reengineering. Time Bound: Implementation of this objective begins coincident with reengineering planning and continues throughout the reengineering process. Gapenski In Collaboration with George H. Check also: understanding and understanding healthcare financial management 6th edition pdf 4the understanding that the publisher is not engaged in rendering professional.
By now the reader should appreci-ate that formal preparation in healthcare management can pay big divi-dends in terms of exciting management jobs and positions with excellent career. Understanding Healthcare Financial Management Seventh Edition blends theory with the nuts and bolts tools managers need for on-the-job decision making. Accounting involves the measurement in financial terms of a businesss operations. Self-test questions key concepts glossary terms learning objectives and spreadsheet problems are featured throughout the book helping students learn to make educated financial decisions in even the most complex provider settings.
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