The Successful Healthcare Supervisor

On Completion of this course you should be able to:

• Identify the dimensions in which the healthcare manager's work environment is changing most significantly, and develop an awareness of the major factors contributing to the evolution of the manager's role.
• Review the principal paradigm shifts that are contributing to major change in the management and delivery of healthcare.
• Develop an awareness of the major changes brought by the advent of managed care and the impact of the Balanced Budget .
• Review the changes in the managerial role that have occurred in recent years, and offer some projections about future changes in how healthcare managers will approach their work.
• Appreciate the importance of flexibility and adaptability as significant determinants of managerial success.
• Explore supervision and management topics, as proven, hands-on, practical applications of both classic and current management principles in the healthcare setting.
• Build or reinforce your management skills and meet the never-ending challenges that one may face daily by applying strategies, techniques, and tools.
• Deals with the fundamentals of management from the unique context of the healthcare organization

CONTENT

An Evolving Role in a Changing Environment

• Situation: Reinventing the Healthcare Organization
• The (Whirl)Winds of Change
• A Whole New Environment
• Organizational Priority Number One: The Bottom Line       
• Then Came Reengineering    
• Can We “Reinvent” The Hospital?
• The Managed Care “Solution”
• The Balanced Budget
• Healthcare Paradigms and Their Effects
• Marketing Health Care

Health Care:  How is it Different from “Industry”? 

• Situation: The Case of the Stubborn Employee, or, “It Isn’t in the Job Description”
• Process Versus Environment
• Identifying the Real Differences
• Healthcare Settings
• Implications for Management
• Returning to “The Stubborn Employee”

The Nature of Supervision: health Care and everywhere

• Situation: Paid to Make Decisions?
• Born to Work or Watch?
• The Supervisor’s Two Hats
• The Peter Principle Revisited
• The Working Trap
• Nothing to Do?
• The Responsibilities of Healthcare Management
• The Nature of Supervision

Management and Its Basic Functions

• Situation: A Tough Day for the New Manager
• Definitions, Titles, and Other Intangibles
• Introducing the Basic Management Functions
• Management Functions in Brief

Delegation and empowerment: Forming Some good habits

• Situation: Delegation for the Wrong Reasons, or “If You Want Something Done Right. ”
• Taken for Granted
• The Nature of Delegation
• What about “Empowerment”?
• Why Delegate?

Time Management: expanding the Day without Stretching the Clock

• Situation: The Manager and the Sales Representative
• Time and Time Again              
• Why Become More Time Conscious?
• The Time Wasters
• The Time Savers
• Time Management and Stress Management: Inseparable Activities 

FOR WHOM:

Relevant Healthcare Practitioners

TRAINING METHODOLOGY

The training methodology combines lectures, discussions, group exercises and illustrations. Participants will gain both theoretical and practical knowledge of the topics. The emphasis is on the practical application of the topics and as a result participant will go back to the workplace with both the ability and the confidence to apply the techniques learned to their duties.