supervisory final

Strategic planning

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1. Planning
2. Organization
3. Coordination
4. Leading 
5. Controlling

Smart goals

S- specific—-- MVV (Mission, vision, value)

M- measurable—-- surveys ##, data analysis {qualitative (narrative)  and quantitative (numbers)}

A- achievable/ assessment based—-- the goal is an achievable goal for the HCO

R- realistic—--Developing a new product line that is within the company's budget and resources & Setting realistic sales targets based on market trends and the company's current performance

T- timeline—-- Gnatt charts, pert charts{calandars}

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Scientific Management Theory

TAYLOR- focuses on breaking down tasks into smaller components and optimizing each component to its fullest potential

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Bureaucratic theory

emphasizes the importance of rules, procedures, and hierarchy in organizations.

EX:

Scientific Management Theory:

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assembly line production in manufacturing industries, where each worker performs a specific task repeatedly to maximize efficiency, and time-motion studies are used in healthcare to analyze and improve patient care processes.

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Bureaucratic Theory EX:

 government agencies, where strict rules and procedures are in place to ensure consistent decision-making and impartiality, and large corporations, where hierarchical structures and clear lines of authority are established to maintain order and control.

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Leading-Herzberg’s two-factor theory

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* Job satisfaction and dissatisfaction are caused by different factors.
* Job satisfaction is caused by intrinsic factors.
* Job dissatisfaction is caused by extrinsic factors.

intrinsic factors

(e.g. achievement, recognition, and meaningful work), and job dissatisfaction is caused by extrinsic factors (e.g. salary, job security, and working conditions). 

Maslow’s theory-

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* Human needs are arranged in a hierarchy.
* Lower-level needs must be met before higher-level needs become relevant.

All Motivation theories-

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* Motivation is a key driver of human behavior.
* Understanding what motivates individuals is critical for organizations to improve productivity and employee satisfaction.

Situational theory-

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* Effective leadership depends on the situation.
* Different situations require different leadership styles.

Theory X-

assumes employees are lazy and need to be coerced or threatened to work.

Theory Y-

assumes employees are motivated and enjoy their work.

Behavior theory-

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* Behavior is shaped by reinforcement and punishment.
* Positive reinforcement of desired behaviors is more effective than punishment.
* INTRINSIC AND EXTRINSIC MOTIVATION

Reinforcement theory-

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* Behavior is shaped by __**consequences.**__
* Positive reinforcement of desired behaviors is more effective than punishment.

mechanistic -

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* a hierarchical and rigid structure that emphasizes control and efficiency, with clear chains of command and decision-making authority.

Functional -

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a hierarchical structure where employees are grouped based on their functions, such as marketing, finance, and human resources.

Matrix

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* ______ organizational structure is a hybrid structure where employees are grouped by both function and product, allowing for flexibility and collaboration.

Organic

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* \*best fit for post covid world bc its most flexible\*
* open too change

Top-down control

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* a management style where decision-making authority is held by a small group of executives who dictate the actions of the lower levels of the organization.

centralized decision-making

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* a structure where decision-making authority is held by a central group or individual, with little input from lower levels of the organization

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Emotional intelligence: 4 skills { SA-SM-SA-RM}

1. **Self-awareness**: Ability to perceive your emotions accurately as they happen

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2\. **Self-management:** Ability to use emotional awareness for self-control

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3\. **Social awareness:** Ability to understand people’s emotions and how people react to 

you

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4\. **Relationship management:** Ability to use social skills to relate to others to influence

 them

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Maslows hierarchy of needs

Self- actualization, esteem, belongingness, safety & security, physiological survivas \**SAEBSSPS*\*

Three-step control method

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1. Setting performance standards.
2. Monitoring performance.
3. Taking corrective action.

Six Sigma

a quality management approach that aims to eliminate defects and reduce variability in processes. It was developed by Motorola and is now widely used to improve efficiency and customer satisfaction.

The process involves **defining, measuring, analyzing, improving, and controlling to achieve high-quality results**. It can be applied to any industry, including manufacturing, service, and healthcare.

Lean methods

Control charts - quality control method

QUANTITATIVE

○ WASTE

○ VARIANCE {DEFECTS}

○ Control charts are a tool used in lean methods to monitor and control process performance. They are used to identify and address common cause variation in a process, which is the variation that is inherent in the process and can be managed through process improvement efforts.

\*REMOVAL OF WASTE\*

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Fishbone diagrams

(cause/effect chart) improvement

○ Sometimes called ishikawa diagram

○ Graphic depiction of POSSIBLE causes of a problem

○ NOT root cause diagram, only systems.

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Root-cause analysis-  improvement

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○ Statistical method for determining root cause of a problem

○ EX:  The vital few, **80/20 rule**. Helps determine priorities for

solving a problem.

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Decision-making and solving problems-approaches and methods, outcome measure in decision-making

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\*OUTCOME MEASURE-REDUCING CLINICAL OUTCOMES {getting rid of the problem for better measure}

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Two Types of Decisions: __**PROGRAMMED**__

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Non-ambiguous, routine, procedural

Example:  how to provide care to patients without insurance?

Two Types of Decisions: __**NONPROGRAMMED**__

Ambiguous situations, new problems, nonroutine

Example:  how to provide care in a novel pandemic?

As managers in HCOs you are more likely to encounter nonprogrammed decisions.

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methods for making nonprogrammed decisions are:

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1\.   Rational…follows a stepwise progression

2\.   Satisficing…not the best alternative but one “will do.”  May be used in a crisis, chaotic situations, when time is critical, etc.

3\.    Intuition…experience does matter!

4\.    Incremental…putting the puzzle together piece by piece.

5\.    Evidence-based…what does experiential data tell us?

Some barriers to effective decision-making are:

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 1.  **Not separating the problem from the symptom**.  Don’t solve the symptom.

 2.  **Letting your ego drive the decision**…don’t think you know more than you do.

 3.  **Not taking the time.**

 4.  **Having an inappropriate leadership style**…situational does work!

5\.  **Groupthink**…conformity at the expense of new ideas.

6\. **Biases and personal agendas**…self -awareness & suspension.

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Lewin's 3-Step Process:

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1. **Unfreeze:** The first step is to recognize the need for change and create a sense of urgency.
2. **Change:** The second step is to implement the change.
3. **Refreeze:** The final step is to reinforce the change and make it permanent.

Force Field Analysis:

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* Change is the result of the interaction between driving forces (factors that promote change) and restraining forces (factors that oppose change).
* To implement change successfully, it is necessary to strengthen the driving forces and weaken the restraining forces.

In managing change in healthcare, a combination of Lewin's 3-Step Process and Force Field Analysis may be most effective, including:

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* Using Lewin's 3-Step Process to create a sense of urgency, implement the change, and reinforce the change to make it permanent.
* Using Force Field Analysis to identify driving and restraining forces, and to develop strategies to strengthen driving forces and weaken restraining forces.
* A tailored approach that takes into account the unique needs and circumstances of the organization may be most effective in managing change in healthcare.

Kinds of budget: “MOCC”

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**Operating budget:** A budget that covers day-to-day expenses and revenues for a specific period, typically one year.

**Capital budget:** A budget that covers long-term investments in fixed assets such as property, plant, and equipment.

**Cash budget:** A budget that projects cash inflows and outflows for a specific period, typically one year.

**Master budget:** A comprehensive budget that includes all types of budgets for the organization.

Conventional approach to budgeting:

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* involves incremental adjustments to the previous year's budget.
* It typically relies on historical data and does not take into account changes in the external environment or new initiatives.

Operating budget:

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* An operating budget is a detailed plan of expected income and expenses for a specific period, typically one year.
* It includes revenue and expenses related to day-to-day operations such as salaries, supplies, and utilities.

Budget variance:

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* the difference between actual and budgeted amounts.
* A favorable budget variance occurs when actual results exceed budgeted results.
* An unfavorable budget variance occurs when actual results fall short of budgeted results.

In healthcare, a combination of budgeting approaches may be most effective, including:

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* Developing a comprehensive master budget that includes operating and capital budgets, as well as a cash budget to project cash flow.

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* Incorporating a flexible budget that can adjust for changes in the external environment or new initiatives.

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* Monitoring budget variance regularly to identify areas of concern and to make necessary adjustments.

Extrinsic motivators

**external factors that drive behavior.**

EX:

In a management setting, rewards such as **bonuses or promotions can be used to encourage employees to work harder and achieve better results.**

For instance, providing a bonus to the sales team for meeting or exceeding their targets can motivate them to work harder and increase their performance.

TYPES OF COMMUNICATION CHANNELS & RICHNESS