Healthcare Manager Role In Health Care

780 Words 4 Pages
Medical and Health Services Managers, work in growing industry in healthcare organizations and responsible for planning, directing and coordinating medical and health service in hospitals, clinics, managed care facilities, public health agencies, nursing homes and other related organizations (ONet, 2016). The titles for this position vary and a sample list provided by ONet (2016) includes the following and in the Appendix:
Clinical Director, Health Information Management Director, Health Manager, Mental Health Program Manager, Nurse Manager or Director, Office Manager, Practice Manager, Practice Administrator, and Program Manager(para. 2).
Determinants of Performance for Job A healthcare manager is required to have a wealth of knowledge as
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Measuring performance, accomplished in a range of ways, with many coming from the changes from the Affordable Care Act (ACA), also known as Obamacare, whereby healthcare organizations are required to meet very strict government regulations that can have very far reaching affects on their reimbursements. When leaders in healthcare neglect appropriate development of their managers, problems arise, this may have domino effect, with increasing hiring and training costs from managers leaving, for the lack of internal promotions (Belasen & Belasen, 2016).
Describe the job’s performance in context. Healthcare leaders have strong knowledge in business and management principles, where they are involved in strategic planning, human resource planning and modeling, leadership techniques, understanding economic and financial analysis and most importantly evaluating and providing high-quality patient care. Their role involves communicating in all forms, including many face-to-face discussions with board members, medical staff and all team member, being precise in their actions and performance, working under many pressures simultaneously, and maintaining leadership characteristics in all
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Lean puts a great emphasis on standardizing work -flows, decreasing inventory, and eliminating waste, with three human factors important to successful lean implementation: “communication, leadership, and workload” (Lorden, Zhang, Lin & Cote, 2014, p.27). Besides managing operational performance, a leader has responsibilities for developing staff members. One important area, overlooked at times in healthcare, is a leadership trait for developing and training mid-level managers to prepare future leaders, for succession planning (Belasen & Belasen, 2016). By providing collective training and mentoring, it elicits a sense respect, and value in the workforce, and increased support for lean initiatives and lean technologies, whereby the quality of healthcare can be measured and improved (Lorden, Zhang, Lin, & Côté,

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