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Compared to other sub-disciplines, healthcare management is a relatively new area that was established by founders such as Michael Davis in the 1930s (Lomas, 2005). A massive number of healthcare institutions lacked provisions for the training and adoption of a healthcare manager. A substantial number of healthcare institutions have been founded upon this foundation (Buchbinder & Shanks, 2012). The question as to whether managers from other domains can work successfully within the healthcare management sector is relatively easy to answer. Working as a manager in the healthcare management sector without the necessary education and credentials unique to the discipline is tantamount to failure (Stefl, 2008). This is because healthcare managers possess the conventional skills of an ordinary manager such as leadership, prudence, experience with problems and motivation. However, they also have the added skills that are only relevant in the healthcare sector (Buchbinder & Shanks, 2012). These include talent management that involves handling workforce matters among nurses, administrators, and physicians. Healthcare managers also deal with unique measures in evaluation of high performance for
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Mindy can be best represented by affiliation motivational theory in the case study. She approached the administration job with a plan to provide all the necessary working conditions and needs her subordinates with the hope that it would facilitate increased productivity in the care center (Buchbinder & Shanks, 2012). Mindy strove to develop better relationships with the staff through inspiration, availing training opportunities, and increasing job value (Buchbinder & Shanks, 2012). In particular, Mindy attempted to affiliate herself with the employees and win their approval. Her idea was to make the employees feel like part of the organization (Marquis, & Huston, 2006). This approach was insufficient to increase performance. Ann is best represented by McClelland's Human Motivation theory. This theory argues that every human being has three basic motivators: need for affiliation, power, and achievement. In Ann’s case, she had a need for power and this was vital in pushing her to manage the care center in a prudent and authoritarian fashion. Ann had an institutional power drive that allowed her to focus on instilling discipline within the organization and penalizing employees who failed to tow the line (Buchbinder & Shanks,
Mindy can be best represented by affiliation motivational theory in the case study. She approached the administration job with a plan to provide all the necessary working conditions and needs her subordinates with the hope that it would facilitate increased productivity in the care center (Buchbinder & Shanks, 2012). Mindy strove to develop better relationships with the staff through inspiration, availing training opportunities, and increasing job value (Buchbinder & Shanks, 2012). In particular, Mindy attempted to affiliate herself with the employees and win their approval. Her idea was to make the employees feel like part of the organization (Marquis, & Huston, 2006). This approach was insufficient to increase performance. Ann is best represented by McClelland's Human Motivation theory. This theory argues that every human being has three basic motivators: need for affiliation, power, and achievement. In Ann’s case, she had a need for power and this was vital in pushing her to manage the care center in a prudent and authoritarian fashion. Ann had an institutional power drive that allowed her to focus on instilling discipline within the organization and penalizing employees who failed to tow the line (Buchbinder & Shanks,