RT 17 ADMINISTRATION, LEADERSHIP AND ENTREPRENEURSHIP

HOSPITAL MANAGEMENT
-Means to coordinate the effects of people to accomplish goals and objectives using available resources
efficiently and effectively.

Human Resource Administration

-Refers to the managing of human capital within an organization or industry.
Theories and Models of Organizational Behavior
● Organizational Behavior (OB) - A field of study that investigates the impact that individuals, group and
structures have on behavior within an organization for the purpose of applying such knowledge towards
improving an organization's effectiveness.

LEADERS MANAGERS
Leaders have missions to accomplish Managers are goal-oriented
Leaders challenge the status quo Managers maintain or try to achieve the status
quo
Leaders take risk Managers avoid taking risk
Leaders are willing to learn and grow Managers perfect existing, proven skills
personally
Leaders build relationships Managers focus on goals and objectives
Leaders coach people to become a Managers direct people to achieve the company
better version of themselves goal

Adam Smith

 He introduced the division of labor or essentially the breaking down of large jobs.
 Smith was also involved in tracing the roots of value. He identified two different kinds of values.
 use value
 exchange value

Karl Emil Maximilian "Max" Weber

 Weber studied on bureaucracy and on the classification of legitimate authority into three;
- rational-legal
- traditional
- charismatic

The word bureaucracy is defined as follows:

1) It is the most efficient form of organization. The organization has a well-defined line of authority and
has clear rules and regulations which are strictly followed.

2) Bureaucracy has an informal usage. this informal usage describes a set of characteristics or attributes
such as red tape or inflexibility that frustrate people who deal with or who work for organizations they
preserve as "bureaucratic".
Six major principles of bureaucracy
1. Hierarchy- the first principle of bureaucracy states that a formal hierarchy must exist.
2. Rules- the next characteristic of the bureaucratic form regards rules and decisions.
3. Function- the third principle of bureaucracy relates to organization and order.
4. Focus — defining the focus of the structure rests the fourth principle of bureaucracy as outlined
by weber.
5. Impersonal — weber's fifth characteristic relates to the treatment of the employees, members
and clients of the bureaucracy.
6. Qualification — the final characteristic of bureaucracy relates to employment standards.

Abraham Harold Maslow

 Was one of the most influential physiologists of the 20th century who developed a humanistic
approach.
 Best known for his “Hierarchy of Needs”.

The Individuals in the Organization:

EMPLOYEES
 to obey organizational superiors
 to pursue the organization’s goals
 not to pursue conflicting goals

EMPLOYERS
 to provide employees with a fair wage
 and fair working conditions
 PERSONALITIES IN THE ORGANIZATION
PERSONALITY
 the pattern of behaviors, feelings and thoughts exhibited by an individual.
 it is affected primarily by nature and nurture of an individual.
 it is characterized by positive thinking, high self-esteem, sociability, interpersonal affection and
other “happy” traits.
1. Neuroticism
 also known as negative affectivity
 measure of how often people experience negative thought
 sort of the opposite of extroversion
 Correlated with stress and occasionally anger.
 People who are highly "neurotic" in the psychological often have a drive to improve
themselves.
2. Agreeableness: likability

 these individuals tend to be trustworthy, cooperative, helpful, and generally caring in regards to
others
 this trait is especially important in careers and situations that require gaining the confidence of
others
3. Conscientiousness
 the behaviour of a person who is very
Self- disciplined, organized, and presenting.

4. Openness
 being open to new ideas
 important in creative and innovative disciplines

THE CONCEPT OF MANAGEMENT AND LEADERSHIP

Personality Styles

 the ability of an individual to influence, motivate, and enable others to contribute toward
the effectiveness and success of the organizations of which they are members
 often called brilliant and mercurial, with great charisma
 also often seen as loners and private people
 comfortable taking risks, sometimes seemingly wild and crazy risks
 Almost a leaders have high levels of imagination

Management

- comprises directing and controlling a group of one or more people or entities for the purpose of
coordinating and harmonizing that group towards accomplishing a goal
Tend to be rational, under control problem solvers often focus on goals, structures, personnel,
and availability of resources their personalities lean toward persistence, strong will, analysis,
and intelligence

DIAGNOSTIC IMAGING SUPERVISOR

Supervises and perform radiographic procedures and related techniques used for the diagnosis
of disease or trauma.
The Diagnostic Imaging Supervisor has the following functions but not limited to:
Performs diagnostic medical radiographs for the diagnosis of disease or trauma and does not
have the supervisory responsibilities
Supervises and coordinates the daily operations of the Diagnostic Imaging Department and
Supervises technological staff operating diagnostic and specialty imaging equipment and has
second level supervisory responsibilities
CONCEPTS OF LEADERSHIP
Leadership
A process by which a person influences others to accomplish an objective and directs the
organisation in a way that makes it more cohesive and coherent
Good leaders are made not born.
Good leaders develop through a never ending process of self-study, education, training, and
experience. This guide will help you through that process.
Good leaders are continually working and studying to improve their leadership skills; they are
NOT resting on their laurels.

TWO MOST IMPORTANT KEYS TO EFFECTIVE LEADERSHIP

1. Trust and confidence -in top leadership was the single most reliable predictor of employee
satisfaction in an organisation.
2. Effective Communication - by leadership in three critical areas was the key to winning
organisational trust and confidence.

THERE ARE FOUR MAJOR FACTORS IN LEADERSHIP:

1. Follower
- Different people require different styles of leadership. For example, a new hire requires more
supervision than an experienced employee. A person. Who lacks motivation requires a different
approach than one with a high degree of motivation. Supervisors must know their people! The
fundamental starting point is having a good understanding of human nature, such as needs,
emotions, and motivation.

2. Leader
-Supervisor must have an honest understanding of who he is, what he knows and what he can
do. Also, note that is the followers, not the leader who determines if a leader is successful. If
they do not trust or lack confidence in their leader, then they will be uninspired. To be successful
supervisor has to convince his followers, not himself or his superiors, that he is worthy of being
followed.
3. Communication
-Supervisors lead through two -way communication. Much of it is nonverbal. For instance, when
he "sets the example,” that communicates to his people that he would not ask them to perform
anything that he would not be willing to do. What and how he communicates either builds or
harms the relationship between him and his employees.
4. Situation
-All are different. What a person do in one situation will not always work in another. He must use
his judgement to decide the best course of action and the leadership style needed for each
situation. For example, he may need to confront an employee for inappropriate behaviour, but if
the confrontation is too late or too early, too harsh or too weak, then the results may prove
ineffective.

HOSPITAL ADMINISTRATION
Administration
- is defined as the art and science of guidance, leadership, and control of the efforts of a group
of individuals towards some common goals..
Sound administration
-is essential for the success of any public or even private health program whether on the
national, intermediate or the local level.
-is the process of achieving defined goals at a defined time through the guidance, leadership,
and control of efforts of a group of individuals and the efficient utilization of non-human
resources bearing in mind adequacy, speed, and economy to the utmost possible level.

THE ELEMENTS OF ADMINISTRATION

1. PLANNING
- Considered the most important element of the administrative process.
- The higher the level of administration, the more the involvement and time devoting to planning.
- Sufficient time should be given to the process of planning.
- More than one plan should be available to choose from to meet the existing plan.
- It is a projected or predetermined course of action designed to achieve a specific goal or
objective.
- Planning determines What, When, Where, How, Why, and by whom things will be done.
-It involves "decision making for future events".
2. ORGANIZING
- Organizing is any collection of persons, materials, procedures, ideas or facts
- The process of organizing implies to the arrangement of human and non-human resources in
an orderly fashion to make a meaningful whole that accomplishes organizational objectives
3. STAFFING
- It is the process of f “personnelizing” the organization, by hiring the right type and adequate
number of workers to each unit for the time required for the program, through the following
steps:

❖ Identifying the type and number of personnel

❖ Recruitment

❖ Selection and appointment

❖ Orientation

4. BUDGETING
- It is the allocation of financial resources in support for programs or projects for a special
period of time.
- A budget is defined as “a balanced estimate of expenditures and receipts for a given period of
time”. - Financial administration consists of a series of activities were funds are made available
for certain people in the organization under procedures that will ensure their efficient use.
- The main activities are:

❖ Budgeting

❖ Accounting

- It is the recording assembly and summarization of financial effects of executive action.

❖ Auditing

- It is the investigation and report on the fidelity and legality of all financial transactions.

❖ Purchasing

- It is the acquisition of the property and materials needed in administration

5. SUPERVISING
- This refers to the day-to-day relationship between an executive and his immediate
subordinates - Supervision aims at satisfying both work and workers - Factors affecting style of
supervision are as follows:

❖ Condition present

❖ Subordinates characteristics

❖ Type of work

❖ Personal characteristics of manager

6. MOTIVATION
- This is defined as “an externally induced behavior which occurs in order to bring about or
maintain need fulfilment”.
- The following conditions build high levels of motivation:

❖ Achievement

❖ Recognition

❖ Advancement

❖Working conditions

❖ Responsibilities

❖ Organizational policy

❖ Technical supervision

❖ Interpersonal relations

❖ Salary and compensations

❖ Job security

7. EVALUATION
- Evaluation is a systemic collection of information about the activities, characteristics and
outcomes of programs, personnel, and products for use by specific people to reduce
uncertainties, improve effectiveness and make decisions with regard to what those programs,
personnel or products are doing and affecting.
HOSPITAL
A health care institution providing patient treatment by specialized staff and equipment
Are health care institutions that have an organized medical and other professional staff, and
inpatient facilities, and deliver medical, nursing, and related services 24 hours a day, 7 days a
week.
The word 'hospital' is closely related to the word 'hospitality' and is derived from the word
'hospice' which means a place for refuse a house for rest. This is should be the underline factor
in planning a hospital
CLASSIFICATION OF HOSPITALS
Hospitals are classified according to:
1. Ownership
2. Scope of Services
General Hospitals are further classified by functional capability.
1. Classification According to Ownership
a. Government – a hospital owned, established, established and created by law; facility may be
under the national government like the, the Department of Health (DOH), Department of
National Defense (DND), Philippine National Police (PNP), Department of Justice (DOJ), State
Universities and Colleges (SUCs), Government Owned or Controlled Corporations (GOCC) or
Local Government Units (LGUs).
b. Private – a hospital owned, established and operated with funds through donation, principal
investment or other means by any individual, non-government corporation, association or
organization
2. Classification According to Scope of Services
a. General – a hospital that provides services for all kinds of illnesses, diseases, injuries or
deformities. A general hospital shall provide medical and surgical care to the sick and injured,
as well as maternity, newborn and child care. It shall be equipped with the service capabilities
needed to support board certified/eligible medical specialists and other licensed physicians
rendering services in.
B. Speciality- a hospital that specializes in a particular disease or condition or in one type of
patient. A speciality hospital may be devoted to treatment of any of the following:
i. Treatment of patients suffering from diseases of a particular organ or groups of organs (e.g.
Lung Center of the Philippines, Philippine Heart Center, National Kidney and Transplant
Institute); or a hospital dedicated to treatment of eye disorders or cancers.
ii. Treatment of patients belonging to a particular group such as children, women, elderly and
others (e.g. Philippine Children’s Medical Center)