TABLE 2: AN APPROACH TO ORGANIZATIONAL MANAGEMENT Management type Predominant element/s Deliverable type Deliverables Strategic Tactical
Art (thinking) Science
Operational Art (thinking) & Science
«Opportunities can also be created by futuristic and innovative thinking about prospective changes in the world»
Globalization has blurred national boundaries, resulting in an HC team consisting of diverse nationalities and professional backgrounds. Added to this is the ubiquitous diversity formed by differences in gender, race, religion, etc. Obviously, all these people come with highly differentiated degrees of expectations in terms of financial compensation, position, recognition and respect. Management of these diversities is one of the most important challenges faced by today’s HC executives.
APPROACH The approach to organizational management is shown in figure 2. More often than not huge emphasis is
put on Dreamwear and Brainwear; while Heartwear (service delivery) is considered simply transaction-based rather than
Dreamwear Brainwear
Heartware
Responsibility
Goals, Tactics, Organizational Charts, Policies, Procedures, etc.
customer-focused function. In any service industry, and especially in healthcare, you can never be focused enough on people. From an HC executive point of view; the intermediate customer - the interface HC employee - must feel satisfied before s/he can provide satisfactory service to the ultimate customer - the patient. In any service industry, and so also in healthcare, most of the times success and failure is decided less by ‘what is delivered’ and more by ‘how it is delivered and is perceived by the customer’. It is important to note here that the non- clinical interface employees share about 70% or more of the interaction time with the patient. Therefore, the importance of the ‘interface employees’ in the service delivery chain cannot be overstated. Also, it is not logical to expect employees to share the organization’s vision unless there is an explicit effort by executives to align employees’ personal mission-visions with the organizational mission-vision. Thus, people-orientation policies documentation must give appropriate attention to every human role and their implementation must give attention to every human being involved in HC delivery.
Vision, Mission, Objectives, Values Owners/ Governors/Top Executives Top Executives and Senior Managers
Delivery of Service (Operations) Middle Managers thru Interface employees INFERENCE
The implementation of the reforms to make the organizational environment people-friendly is a pre-requisite to all other reforms. This, along with empowerment at all levels (interface employees, middle managers and top managers) bring in motivation and enthusiasm in personal interactions — may they be patient-employee interactions or employee-employee interactions. The results of these interactions have major impact on the conversion of Dreamware into deliverables. Therefore, high efficiency and efficacy of these interactions are essential for sustained high quality of service deliverables. Efficiency improves performance and efficacy makes it satisfying and therefore sustainable. In short, people-orientation is the key to successful achievement of the prime HC executive objective of “provision of service with high and sustainable quality, cost-effectively”. ■
AH
MORE INFO: For more information, visit https://sites.
google.com/site/drmhatresuhas or email
suhas.mhatre@
gmail.com
34
www.lifesciencesmagazines.com
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64