Documente Academic
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Documente Cultură
Management
HCM EXCELLENCE
Healthcare Management Consulting Services Firm
Paskal Hypersquare B-28, Bandung
Agenda
Foreword
Issues
Objectives
Functions involved
Why difficult
The challenge
What you need
FOREWORD
Healthcare industry
Healthcare is the most changing and most regulated industry
today.
Hospital operations covers large function compare to other
businesses.
Hospital are getting smaller and specialised.
Shortage of skilled employees.
Technology is advancing rapidly.
Information systems infrastructure is a growing focus.
The difference of operations and strategic
management.
For supervisor and junior managers For directors and senior managers
Operational management
Applying managerial functions (POAC) to day to day activities.
The management of the efficient transformation of inputs into
outputs to effectively satisfy customers.
Input Process Output
Medical Equipment
Alat canggih faktor competitiveness strategic & operation
Actuating
4. Break the key stages into smaller
more managements steps.
For example:
Dream saya ingin punya jaringan
RS di seluruh Asia Tenggara
M Measurable
A Achievable
R Realistic
T Time-bound
Think of the key stages of getting from where
you are to where you want to be.
Your current position is the starting
point of the journey.
Your SMART goal is the destination of
the journey.
Key stages are major points joining
the two ends.
Use experience and/or logic to
identify the key stages.
Think in broad terms; focusing on
details now may confuse you.
Simple goal has few key stages,
complex goal has many.
Better to have some stages than
none; you can adjust later.
Estimate how long it would take to complete
each key stage.
Use experience and/or logic to create
the time estimates for each stage.
It is better to have rough estimates
than none at all.
Sum of estimates is the expected
time required to achieve the goal.
Compare the estimated time to
completion with your goal.
Make appropriate adjustments if
necessary.
ORGANIZING
Organizing is making available the resources
required to undertake each step of the plan.
Second element of POAC Three components to consider
Planning
Manpower
Controlling Organizing
Tools
Actuating
Planning
Communicating
Controlling Organizing
Supervising
Actuating
Motivating
Actuating is the implementation
of your plan.
It is very hands-on requiring lots
Leading
of interaction with people.
Take a communication quiz.
Sender Receiver
Preparation is very important for good
communication.
To create an outcome
Outcome Example: change attitude or solve a dispute
You need good listening skills to achieve the
listening purposes.
Listening blocks can prevent you Example of listening blocks:
from achieving listening purposes. Jumping to conclusion
Thinking of solution prematurely
Making judgment about the person
Stereotyping the person
Worrying about your interest
Filtering what is important to you
Be fair to everyone
Know your subordinates
Give simple direction
Confirm subordinates understanding
Provide regular feedback
Do not take over assigned task
Maintain open line of communication
Reward good performance
Defend your subordinates
Managers can use motivation to bring the
loss souls back on track.
Supervising
Motivating
Leading
Performance of a motivated staff is better
than an unmotivated one.
Extrinsic
Satisfaction
motivation
Supervising
Motivating
Leading
Different researchers have coined different
terms to different leadership styles.
Examples of leadership style
terms:
Autocratic
Democratic
Laissez-faire
Charismatic
Transformational
Task oriented
People oriented
Ideological ISFP/INFP Value-driven, has passion for key issues, focuses on important themes,
champions the cause
Change oriented ENTP/ENFP Tries things that are new, prototypes, introduces change, looks for
unexpected outcomes, creates new opportunities, experiments
Visionary INTJ/INFJ Develops long term vision, produces radical ideas, foresees the future,
anticipates what is outside current knowledge
Action oriented ESTP/ESFP Takes action, produces results, leads from the front, sets an example,
does what is asked of others
Goal oriented ISTJ/ISFJ Observes, listens, clarifies goals, establishes realistic expectations, makes
aims crystal clear
Executive ESTJ/ENTJ Organises, makes plans, sets measurable goals, coordinates work of
different people, manages resources
Participative Commitment from others is critical, or Decisions need to be forced through, conflict is
sensitive situations being avoided
Ideological The group has lost its identity, or doing too There is a problem that needs to be solved with
many unimportant things dispassionate objectivity
Change oriented The group is 'stuck in a rut', or the status There are already too many initiatives under way
quo needs to be challenged and some stability is needed
Visionary Radical change is needed, change is a long There are immediate dangers, the group may not
term activity survive in the short term
Action oriented The lack of achievement has destroyed The group is being too expedient, current success
motivation may ebb in the future
Goal oriented The direction is vague or expectations have There are already too many goals or too much
not been articulated information
Executive There is lack of organization, or there are no There are so many processes that creativity has
measures of achievement been stifled
Theorist The situation is complex or driven by People's feelings are paramount, or the group go
technical solutions round in circular arguments
CONTROLLING
Controlling is measuring the accomplishment
against the standard and correct deviation.
Forth element of POAC Controlling process
Why?
Why? Why?
Why? Why?
A manager can use the 6 thinking hats to
problem solving in a group.
Developed by Dr. Edward De Bono in 1985.
Group decision making tool that is fast, smart and efficient.
Process Benefits
Blue What is our agenda?
What is our decision?
Yellow What are the benefits?
What makes idea attractive?
Creativity Feeling
Green What are the alternatives?
How to make it better?
Red What are my feelings?
What does my gut tell me?
A manager can use the 6 thinking hats to
problem solving in a group.