The document discusses the managerial role in healthcare. It covers the purpose of understanding executive leadership, organizational management, and strategic management. It also discusses Mintzberg's managerial roles, behavioral perspectives on management styles, integrating management and leadership skills, and the strategic perspective of healthcare management. It addresses challenges facing healthcare managers, such as medical errors, and the need to develop standardized knowledge and competencies for leadership.
Chapter 2 A “reflective” mindset in managing “self” An “analytic” mindset in managing organizations or organizational units A “worldly” mindset to aid in managing organizational context A “collaborative” mindset to aid in managing relationships An “action” mindset to assist in managing organizational change and transformation.
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Chapter 2 Learning about the organization and its problems through a broad range of interactions and assessments and continued probing Framing an agenda to be pursued through conscious reflection and intuitive experience Aligning individuals through communication, motivation, rewards, and punishments, often using new or established communication processes Framing, testing, and revising initiatives
Chapter 2 Framing and presentation of issues and proposals Deciding how to solicit help and present proposals in ways that appeal to others yet meet one’s basic objectives Building and maintaining network contacts and communication processes Building and managing coalitions Applying these in horizontal and vertical organizational contexts
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Chapter 2 Decision making processes Communication processes nature, direction, and quality of information flows Interrelationships Tenor and tone of group work Organizational learning Knowledge acquisition Knowledge interpretation Knowledge dissemination Knowledge retention
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Chapter 2 Health delivery organizations Must ultimately strike a balance between investing in their ability to generate economic profits and investing in their commitment to meet community service needs. Executive leadership Must exhibit value-oriented decision-making, human relations, and priority-setting skills.
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Chapter 2 Effective in balancing conflicting values within the organization to create an efficient operating environment An effective strategist... to provide the framework and direction for overall company operations Must change his management style and strike different balances among his personal skills as conditions change or as his organization grows in size and complexity
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Chapter 2 A Career-Long Action-Based Reflective Activity, Conducted within an Integrating Framework Does not simply occur, competencies are gained through a life-long process of experience-based reflection and growth
Chapter 2 Reflective about self Worldly about context Analytical about organization Collaborative about relationships Action about change