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• March 2010 • January 2010 • November 2009 • July 2009 • June 2009 • March 2009 • December 2008 • November 2008 • October 2008 • July 2008 • June 2008 • April 2008
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Management
This area covers general management principles, planning, organizing, directing, and controlling in addressing overall organizational objectives.
Management
Wednesday March 10, 2010
Posted by: Mary Armijo at 6:36PM EST on March 10, 2010
Griffith and White denote in their text multirater (360 degree) review (128) which is completed annually. Are many of you doing yearly evaluations or are they performed every 6 months? Also has anyone implemented peer reviews and if so how has this worked out in your hospital?
Tuesday March 9, 2010
Posted by: Amanda Henson at 3:02PM EST on March 9, 2010
The slide on the 3 types of operating systems required to manage a healthcare organization was interesting. Strategic, Clinical and Technical/Logistic are the three types of systems described in Dr. White's presentation. I look at the characteristics under each system and feel as though it is pretty inclusive of management responsibilities. Although, unfortunately, it seems many managers get "stuck" in one of the 3 systems either because they have the wrong team underneath them or they lack the strategic planning capabilities. What percentage of time do you feel managers place on each system? Do you think it is pretty evenly distributed or does it vary by the level of management?
Thursday November 5, 2009
Posted by: Joanna Conley at 9:04PM EST on November 5, 2009
Which of the concepts below can be used by effective managers to help speed consensus building?
A. Equity, not equality, drives the organization's ultimate position.
B. Evidence drives the decision.
C. Stakeholders and associates are free to terminate their relationship with the organization; conversely, the group as a whole can terminate its relationship with any stakeholder.
D. Negotiation is improved by patience, listening, and imagination.
E. The governing board's calendar ultimately forces a decision.
F. All of the above.
Answer: F (Griffith, p. 143)
Monday November 2, 2009
Posted by: Karl Kamper at 7:40PM EST on November 2, 2009
I attended an interesting discussion the other day about physician satisfaction and willingness to refer. We have very strong physician satisfaction scores, but when then asked about willingness to refer the scores are somewhat lower. Historically, strong physician satisfaction has equalled a strong willingness to refer, but we seem have a gap.<p>I'm wondering where others have focused their efforts to remove barriers as it relates to "willingness to refer".
Thursday July 9, 2009
Posted by: Gretchen Miller at 10:22PM EST on July 9, 2009
We just recently completed our associate opinion survey. We had a lot of changes last year most specifically in associate benefits as result of a moderate change in benefits such as health insurance and deductibles we were hit hard as a HCO on this subject as far as significant decrease in associate satisfaction. In some of my service lines this has also impacted day to day happiness within some of my departments. Some of this unhappiness is due to manager's developmental needs. I was just wondering if anyone else had done an assoicate opinion survey and what is the current climate like in your organization. Also does anyone have any ideas on improving assoicate everyday happiness that are cost effective duiring these turbulent financial times.
Monday July 6, 2009
Posted by: Moishe Singer at 9:05AM EST on July 6, 2009
Who does you orginization consider "senior management"? How big is the group? Is it just the C-level people? Is it senior managers?
Also if it just the C-level
people or VP etc, is there a working group of middle managers?
Tuesday March 10, 2009
Posted by: Kathy Miller at 8:30PM EST on March 10, 2009
I was wondering if others have examples of diversity metrics that you measure on an ongoing absis.
Saturday March 7, 2009
Posted by: Cassandra Moore at 9:54AM EST on March 7, 2009
Our organization has most recently adopted a new method of evaluating our management team. We are working to create a focus on performance, stakeholder satisfaction, and empowerment. We have a new tool for evaluations and are now working on development tools for those managers with high performance and high potential. Does anyone have a unique and effective way of developing managers and directors to think strategically while still keeping an eye on the day to day operations?
Wednesday November 5, 2008
Posted by: Rene Kirby at 1:34PM EST on November 5, 2008
If during a community attended strategic planning retreat (for long term planning) your community wants from your HCO something that the HCO feels is not needed and cannot be cost effectiv e but would "look good" to have but not something you know would be good for the hospital at large. Do you discuss this then or put it on your strategic plan to deal with at a later time. Could be you have looked at this issue before so already know the answers.
Monday November 3, 2008
Posted by: Anthony Ficarra at 1:06PM EST on November 3, 2008
Formal and informal system are present in organizations. How are they two planned for and managed.
Wednesday October 29, 2008
Posted by: Jennifer Intintoli at 6:04AM EST on October 29, 2008
Within our Community Based Teaching Hospital, physicians are required as part of the Medical Staff Bylaws to donate their time in our Outpatient Multi-Specialty Clinics. The physicians are not monetarily reimbursed for their time but can take full advantage of the benefits of being part of the hospital medical staff. This dynamic can create conflict between hospital staff and the physicians when it comes down to time management and the ever growing demand for time related to providing patient care. As a Manager supervising the departmental staff while trying to appease the physician "stakeholder" what strategies should be utilized for conflict resolution?
Saturday July 12, 2008
Posted by: Rebecca Cartright at 12:06PM EST on July 12, 2008
Has any one been involved in a physician satisfaction survey? I would like to survey the physicians of our clinics and was not sure which outside group to utilize.
Thursday July 10, 2008
Posted by: Elizabeth Greer at 5:39PM EST on July 10, 2008
The slide show states that one purpose of management is to implement the mission, strategies and goals set forth by the governing board... How does your management team go about doing this in a effective manner?
Tuesday July 8, 2008
Posted by: Traci Hindman at 11:19PM EST on July 8, 2008
What are some examples of techniques to speed consensus building? How effective have they been in your experience?
Posted by: Brian Thompson at 7:36PM EST on July 8, 2008
In regards to patient surveys, what are the 5 dimensions of customer response that SERVQUAL recognizes? What are the differences between SERVQUAL and HCAHPS?
Wednesday April 9, 2008
Posted by: Jim Polous at 4:31PM EST on April 9, 2008
How would you as a healthcare executive resolve a situation in which a department chair says a system is critical to saving patients and the security officer says the system violates multiple tenets of security management?
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