HSA 171CAR

1436/4/14

Health Services Administration (Management).

Management Definitions.

Management Functions.

Manager.

Types of Managers.

Management skills.

Levels of Management.

Health Services Administration (Healthcare).

Healthcare Definition.

Characteristics of HC.

Challenges.

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Management

Health Services (Healthcare)

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No single definition of management has been universally

accepted. Some popular definitions are:

• Management is the art of getting things done through

people.

• Management is getting the right things done at the right

time.

• Management is the process that involves the guidance or

direction of a group of people toward organizational goals

or objectives.

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• Management is a process through which objectives of an

organization are accomplished by utilizing human and

physical resources and technology.

• Management means the effective use of resources to

accomplish the goals of the organization.

• Management is a systematic process with judgment, to

achieve objectives.

• Management is a creative problem solving.

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• Management is the process of getting things done effectively and efficiently with and through people.

– Effectively:• Doing the Right things: the tasks that help an

organization reach its goals.

– Efficiently:• Doing things right: the efficient use of resources as

people, money , and equipments.

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Management in business and organizations is the function that coordinates the efforts of people to accomplish goals and objectives using available resources efficiently and effectively.

Management comprises planning, organizing, staffing, leading or directing, and controlling an organization to accomplish the goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. Management is also an academic discipline, a social science whose objective is to study social organization.

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– Planning.

–Organizing.

– Staffing.

– Leading (Directing).

– Controlling.

–Decision Making.

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Planning:

Defining the organizational purpose and ways to achieve it.

Organizing:

Arranging and structuring work to accomplish organizational

goals.

Leading (Directing):

Directing the work activities of others.

Controlling:

Monitoring, comparing, and correcting work performance.

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Are the people responsible for supervising/managing the

organization’s resources to meet it’s goals.

◦ Human Resources: People

◦ Financial Resources: Money , Investments.

◦ Technological Resources: systems, Information , Time.

◦ Natural Resources: buildings, equipments, machines

Individuals in organizations who direct the activities of

others.

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General Managers:

focuses on the entire business as a whole (a top-down organizational view).

A general manager is responsible for all areas and oversees all of the firm's

functions and day-to-day business operations. The general manager has to

communicate with all departments to make sure the organization performs

well.

Functional Managers:

Is a person who has management authority over an organizational unit—such

as a department—within a business, company, or other organization.

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Conceptual Skills:◦ The ability to understand concepts, develop

ideas , and implement strategies.

Human Skills:◦ The ability to interact and motivate.

Technical Skills:◦ The knowledge and proficiency in performing an

activity in the correct manner with the right technique.

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Organizations often have 3 levels of management:

Top Managers: Make decisions about the direction of the

organization. They are responsible for the performance of all

departments.

Middle Managers: Manage the activities of other managers.

They supervise first-line managers , and responsible to find the

best way to use departmental resources to achieve goals.

First-Line Managers: Direct nonmanagerial employees. They are

responsible for day-to-day operation. They supervise the people

performing the activities required to make the services.

Nonmanagerial employees: People who work directly on a job or task and

have no responsibilities of overseeing the work of others.

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Healthcare

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• Is the field relating to leadership, management, and

administration of hospital, hospital networks and health

care system.

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• Is known by many names, including:

–HHealth MManagement

–HHealthcare MManagement

–HHealth SSystems MManagement

–HHealth CCare SSystems MManagement

–MMedical and HHealth SServices MManagement

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The American society of hospitals:

◦ Health management is the planning, organizing, directing

and controlling and coordinating the resources and

procedures and methods by which is to meet the needs

and the demand for health and medical care services and

to provide a healthy environment through the provision

of health care services to consumers as individuals,

groups and society as a whole. "

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Health care organizations have Special Features Special Features that differentiate them from business organizations and factories.

What are Some of the Features?20

Health care organizations deals with vital issues of

life, illness and death, which cause anxiety,

tension and deep emotion.

The work requires various individual skills and

forms of care. It is essentially a human service.

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Health care organizations have to change frequently

in response to new patterns of illness, modified

equipment and techniques, rising public expectations,

i.e. change is part of their organizational culture.

Complexity, having different departments and

professions, makes it not easy to supervise and control.

Relatively expensive, so come under pressure to be

managed as economically as possible.

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The individual nature of health services, each health service has to

be adapted , planned, delivered according to the need of each

individual (Patient).

The Personal and individual nature of health services, make the

daily work at the institution different and complex ,therefore, it’s

not subject only to a few of profiling and measurement.

The high degree of apprenticeship and specialization in the health

sector, considering that most doctors working in occupational

health institutions-(professors)- specialized elements, giving them

great influence and power to make the other elements

(pharmacists and nurses) officials in front of them.

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The demand for health services and the need for them

increases with the development of civilization of a society.

Health Service are not subject to the law of supply and

demand, the demand for health service always remains

more than supply. Demand for health service is often an

emergency and urgent and can not be postponed.

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To be planner, coordinator.

To be a leader and motivator .

To be an observer of the work and activities.

Be an ideal model for all employees.

To be a good decision maker.

To use resources efficiently and effectively in

health organizations .

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Feedback

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Input:

Need for HS , resources (…) , cultural variables, values, rules

and regulations .

Activities:

◦ Administrative process and technology.

Output:

◦ services, research, training, rates of new cases of recovery or non-

healing problems (social, psychological) and the impression or

reputation of health organizations.

Feedback:

◦ Information on compliance or differences between the standards

and outputs .27

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• The Total Environment Forces The Total Environment Forces (public and external):

– legal (laws and regulations)

– political (political system)

– cultural (attitude),

– economic (finance and resources)

– social (population ).

• The health environment forces The health environment forces (private and internal):

– public health and the level of health research, education

and technology

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Environmental Changes .

limited resources available to high cost in contrast to the huge

demand for these resources.

Health director is always required to offers a lot of services

using little available resources.

High expectations of consumers of health services - in general,

dissatisfaction with the quality of services and the cost of these

services.

The continuous rise of the cost of service along with the

dissatisfaction in relation to funding health services, whether

governmental or private institutions or insurance.

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grumbling and dissatisfaction from providers of health services,

particularly doctors and nurses there is dissatisfaction because of

work pressure and increased demand for the service and also

dissatisfaction about working conditions and low wages.

Ethical ,social, and professional considerations ,which places

restrictions and impediments to either focus on economic

efficiency considerations of health services.

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