Course Details
Course Outline
5 days course
An Evolving Role in a Changing Environment
- Situation: Reinventing the Healthcare Organization.
- The (Whirl) Winds of Change.
- A Whole New Environment.
- Organizational Priority Number One: The Bottom Line.
- Then Came Reengineering.
- Can We “Reinvent” The Hospital?
- The Managed Care “Solution”.
- The Balanced Budget.
- Healthcare Paradigms and Their Effects.
- Marketing Health Care.
- The Evolving Role of the Healthcare Manager.
- Job Security in the New Environment.
- Exercise: Responding to External Pressure.
Healthcare: How is it Different from “Industry”?
- Situation: The Case of the Stubborn Employee, or, “It Isn’t in the Job Description”.
- Process Versus Environment.
- Identifying the Real Differences.
- Healthcare Settings.
- Implications for Management.
- Returning to “The Stubborn Employee”.
- A Word about Quality.
- External Pressure: An Area of Continuing Concern.
- Your Supervisory Approach.
- Exercise: Where Does Your Department Fit?
The Nature of Supervision: health Care and everywhere
- Situation: Paid to Make Decisions?
- Born to Work or Watch?
- The Supervisor’s Two Hats.
- The Peter Principle Revisited.
- The Working Trap.
- Nothing to Do?
- The Responsibilities of Healthcare Management.
- The Nature of Supervision.
- Truly Paid to Make Decisions?
- Questions for Review and Discussion.
- Exercise: Your Two Hats.
Management and Its Basic Functions
- Situation: A Tough Day for the New Manager.
- Definitions, Titles, and Other Intangibles.
- Introducing the Basic Management Functions.
- Management Functions in Brief.
- Planning.
- Organizing.
- Directing.
- Coordinating.
- Controlling.
- The Management Functions in Action.
- Emphasis.
- Processes Versus People.
- Questions for Review and Discussion.
- Case: Balancing the Functions.
The Supervisor and Self Delegation and empowerment: Forming Some good habits
- Situation: Delegation for the Wrong Reasons, or “If You Want Something Done Right”.
- Taken for Granted
- The Nature of Delegation
- What about “Empowerment”?
- Why Delegate?
- Failure to Delegate
- Looking Upward as well as Downward: The Personal Approach to Delegation
- The Pattern: The Nuts and Bolts of Delegation “If You Want Something Done Right. . .”
- Authority and Responsibility
- Freedom to Fail
- Building the Habit.
- Exercise: To Whom Should You Delegate?
Time Management: expanding the Day without Stretching the Clock
- Situation: The Manager and the Sales Representative.
- Time and Time Again.
- Why Become More Time Conscious?
- The Time Wasters.
- The Time Savers.
- Time Management and Stress Management: Inseparable Activities.
- Time-Wasting Pressures and the Supervisor’s Response.
- The Nonrenewable Resource.
- Case: Ten Minutes to Spare?
Self-Management and Personal Supervisory Effectiveness
- Situation: The Case of the Vanishing Day.
- It Starts with You.
- Initiative.
- Barriers to Effectiveness.
- Organization.
- Individual Planning and Goal Setting.
- The Increasing Importance of Prioritizing.
- Stress and the Supervisor.
- Effective Use of Time.
- How Well Suited Are You to the Supervisory Role?
- Exercise: The Effectiveness Checklist.
The Supervisor and The Employee Interviewing: Start Strong to Recruit Successfully
- Exercise: Potential Interview Questions?
- The Manager and the Interview Candidates: Outside and Inside.
- Preparing for the Interview.
- Guidelines for Questioning.
- The Actual Interview.
- Follow-up.
- Role-Play: Would You Hire This Person?
