The Role of HoDs - Jan 2022.pptx
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This document discusses sources of information to inform the expectations of Heads of Departments (HODs) at hospitals. It identifies a lack of clarity and consistency in understanding HOD expectations currently. The document then outlines a leadership charter, comparison to other hospitals, and templates for HOD job descriptions and key performance indicators to help define HOD roles and expectations.
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Organizational and System Leadership: Developing a Change Project - Part II
Description: The baccalaureate graduate will participate in quality initiatives, recognizing that
these are complex system issues, involving other members of the healthcare team.
Component: Essential II
Component Gold
Mastery
Silver
Acceptable
Bronze
Developing
Unacceptable
Six SMART Goals Identifies a
minimum of six
SMART goals
associated with
being a leader of the
change project
outlined in part I
Identifies four or five
SMART goals
associated with
being a leader of the
change project
outlined in part I
Identifies less than
four SMART goals
associated with
being a leader of
the change project
outlined in part I
Does not address
section
Format Formats SMART
goals appropriately
and includes all
required elements of
a SMART goal
Formats SMART
goals appropriately
and includes all
required elements
of a SMART goal
with two or fewer
errors
Formats SMART
goals appropriately
and includes all
required elements
of a SMART goal
with three or more
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Does not address
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Healthcare Administration: The Managers
Healthcare in the U.S. is complex and dynamic and so are healthcare organizations. For this reason, organizations need managers to provide superior leadership. According to Buchbinder and Shanks (2017), in health care organizations, the scope and complexity of tasks carried out in provision of services are so great that individual staff operating on their own could not get the job done (pg. 3). Managers and leaders are necessary to ensure organizational tasks are executed to achieve organizational goals (Buchbinder & Shanks, 2017).
Healthcare managers in any organization are in a position of authority. It is through this position that healthcare managers can shape the organization by making important decisions. Decisions made by healthcare managers not only focus on ensuring that the patient receives the most appropriate, timely, and high-quality services possible, but also address achievement of performance targets that are desired by the manager (Buchbinder & Shanks, 2017). To no surprise, decisions made by an individual manager impact the organizations overall performance. When making decisions, according to Buchbinder & Shanks (2017), managers must consider two domains, external and internal:
揃 External Domain
揃 Are influences, resources, and activities that exist outside the boundary of the organization but that significantly affect the organization.
揃 These factors include community needs, population characteristics, and reimbursement from commercial insurers, as well as government plans, such as the Childrens Health Insurance Plans (CHIP), Medicare, and Medicaid.
揃 Internal Domain:
揃 Areas of focus that managers need to address on a daily basis, such as ensuring the appropriate number and types of staff, financial performance, and quality of care.
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Put the 4 competencies in essay format. Job 1 has 4 competencies (
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油I will upload a sample format of how the competencies should be answered.
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Duties include but are not limited to:油
Meets with the Associate Director for Patient Care Services (ADPCS), Deputy ADPCS, And Executive Assistant for CPO, etc.油 a breasting them on issues that affect the delivery of health care in the CPO office and Medical Center. Incumbent analyzes problems that are unique to the VA System with its broad program missions, complex administrative management problems, rapid fluctuation in various program priorities and requirements, and the many conflicts between program requirements and available resources.
Sets priorities, performance standards, writes position descriptions, trains, and conducts semiannual evaluations.油 Makes recommendations for performance awards for employees whose performance is good or outstanding, the incumbent is responsible for ensuring that annual competency are performed and documented in accordance with Joint Commission guidelines.
Serves as the technical expert regarding operational problems and personnel administrative issues; including maintaining responsibility for reviewing and approving organizational changes, position descriptions and performance standards; provides management and classification and continuing education activities; ensures that all administrative issues are resolved at the lowest level.
Responsible on a day-to-day basis for coordinating and facilitating the administrative function of all services related to support of the CPO/SPS office, performance improvement, utilization management and resource efficiency throughout CPO/SPS.
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ACHE HEALTHCARE EXECUTIVE
2018 COMPETENCIES
ASSESSMENT TOOL
ACHE Healthcare Executive Competencies Assessment Tool
Copyright 息 2018 by the Healthcare Leadership Alliance and the American College of Healthcare Executives1
The American College of Healthcare Executives Healthcare Executive Competencies Assessment Tool is offered as an instrument for healthcare
executives to use in assessing their expertise in critical
areas of healthcare management. We trust you will find
this latest edition of the assessment tool useful.
The competencies are derived from job analysis surveys
of healthcare executives across the healthcare continuum
so that they are aligned with the challenges and work
experienced by leaders today.* They represent knowledge
needed to successfully perform as a healthcare manager
regardless of the setting. ACHE updates the assessment
annually. For your convenience, a complete list of ACHE
resources, including readings, programs, assessments
and self-study courses, are included in the back of the
directory and referenced in each section.
The self-assessment is designed to help you identify areas of
strength and areas you may wish to include in your personal
development plan. You may choose to have your immediate
supervisor use the tool to assess you and then compare
results from your self-assessment with perceptions from your
supervisor. Used in such a manner, the competency self-
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professional growth areas.
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specific roles within the organization. Once defined, the
organization then can respond with a targeted training
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a common framework and lexicon for a variety of
healthcare managers in a range of roles and settings; they
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Analyzing Performance
Methods for analyzing performance include trend analysis and benchmarking. Trend analysis helps health care organizations answer the question, "How are we performing over time?" Benchmarking asks how we compare to our competition. Benchmarking is th ...
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ACHE HEALTHCARE EXECUTIVE2018 COMPETENCIES ASSESSMENT TO.docx
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油
ACHE HEALTHCARE EXECUTIVE
2018 COMPETENCIES
ASSESSMENT TOOL
ACHE Healthcare Executive Competencies Assessment Tool
Copyright 息 2018 by the Healthcare Leadership Alliance and the American College of Healthcare Executives1
The American College of Healthcare Executives Healthcare Executive Competencies Assessment Tool is offered as an instrument for healthcare
executives to use in assessing their expertise in critical
areas of healthcare management. We trust you will find
this latest edition of the assessment tool useful.
The competencies are derived from job analysis surveys
of healthcare executives across the healthcare continuum
so that they are aligned with the challenges and work
experienced by leaders today.* They represent knowledge
needed to successfully perform as a healthcare manager
regardless of the setting. ACHE updates the assessment
annually. For your convenience, a complete list of ACHE
resources, including readings, programs, assessments
and self-study courses, are included in the back of the
directory and referenced in each section.
The self-assessment is designed to help you identify areas of
strength and areas you may wish to include in your personal
development plan. You may choose to have your immediate
supervisor use the tool to assess you and then compare
results from your self-assessment with perceptions from your
supervisor. Used in such a manner, the competency self-
assessment can be a powerful tool in facilitating feedback
about gaps in skills necessary for optimizing performance.
Another way to use this assessment is to share the results
with your mentor and work toward addressing identified
professional growth areas.
Healthcare organizations also may choose to use this
assessment tool to better define the requirements of
specific roles within the organization. Once defined, the
organization then can respond with a targeted training
and development plan for those roles. Certain tasks also
may require teams with a blend of strengths, and the
self-assessment tool can be used to arrive at an ideal skill
mix among such teams. The competency tool provides
a common framework and lexicon for a variety of
healthcare managers in a range of roles and settings; they
serve to define the field. They can be used for individual
as well as team self-assessment and improvement.
New this year is a sub-domain (under Business Skills and
Knowledge) of Patient Safety, emphasizing competencies
required and knowledge needed to address the core leadership
challenges of achieving zero harm for both patients and the
workforce. While specific components of a patient safety
and quality strategy will vary by organization, ACHE
believes healthcare executives should lead a comprehensive
approach to ensuring patient safety and quality. As supporting
documents for this sub-domain, use Leading a Culture of
Safety: A Blueprint for Success and Free from Harm: Accelerating
Patient Safety Improvemen.ShaneRB2016re
ShaneRB2016reShane Burrell, MHRM
油
Shane R. Burrell has over 10 years of experience leading operations in healthcare settings. He has managed teams responsible for patient access, scheduling, and insurance verification. Burrell assisted with implementing new electronic medical record systems and developed programs to improve quality and employee engagement. Previously, he held leadership roles managing credit collections and employee relations in the banking industry. Burrell has a Master's in Human Resources Management and technical skills including Microsoft Office, Epic, and PeopleSoft.Assignmentdrhatem elbitar zewail academy s.pdf
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https://drhatemelbitarmedical.wordpress.com/27665965 performance-management
27665965 performance-managementKonkana De
油
The document discusses performance management in organizations. It explains that performance management ensures employees understand what they should be doing and how, and are accountable for results. It also helps organizations communicate goals, monitor and reward good performance, and address poor performance. For performance management to be effective, senior leaders must communicate well and employees must understand organizational objectives.27665965 performance-management
27665965 performance-managementMayukh Nandi
油
The document discusses performance management in organizations. It provides 10 steps for effective performance management: 1) develop business plans, 2) establish performance measures, 3) set up monitoring systems, 4) define employee expectations, 5) agree objectives, 6) develop communications, 7) ensure appraisal systems are effective, 8) support employees, 9) seek performance improvement, and 10) recognize good performance. It emphasizes tailoring performance management to the organization to help it and employees perform well without over complexity. Senior managers must communicate goals and ensure resources support objectives, while employees must understand where their roles fit and provide feedback.Standard
StandardSunitaThakur22
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Standards are important for healthcare quality and allow organizations to measure performance levels. Nursing standards describe the desired level of care and provide guidelines for safe practice. There are several types of standards including structure, process, and outcome standards. Standards are developed through collective judgment and should be based on values, reviewed periodically, and reflect changes over time. Nursing administrators play a key role in developing standards by creating awareness, facilitating the process, and ensuring education and review.Wk 8 Professional Portfolio-PO'Brien
Wk 8 Professional Portfolio-PO'BrienPatricia (Patty) O'Brien
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The document outlines Patricia O'Brien's professional portfolio analyzing her learning experiences in interviewing a chief nurse officer, quality manager, and non-nursing, non-clinical director. It describes the roles and importance of each position, highlights objectives around leadership styles, communication skills, and how internal and external forces affect healthcare human resource management. The portfolio also relates insights gained to course content and professional objectives.Definition of performance management
Definition of performance managementNitesh Verma
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The document discusses performance management and performance appraisal. It defines performance management as a systematic process to improve individual and organizational performance through goal setting, continuous feedback, development programs, and rewards. Performance appraisals are evaluations of employee performance and potential that are used for decisions around compensation, promotions, training, and retention. The document outlines various methods for performance appraisals, including rating scales, checklists, forced choice, and behavioral anchored rating scales. It discusses the objectives, advantages, and process of performance appraisals.Revalidation March 2010
Revalidation March 2010junojesu
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The document provides an overview of the UK's revalidation process for general practitioners (GPs). It discusses the following key points:
- Revalidation involves regular appraisal and review of GPs' fitness to practice through a portfolio of evidence demonstrating their compliance with standards.
- Evidence is assessed against four domains: knowledge and performance, safety and quality, communication and teamwork, and maintaining trust.
- GPs must complete continuous professional development activities, maintain an up-to-date personal development plan, and demonstrate the impact of their learning on patient care.
- A responsible officer makes revalidation recommendations to the General Medical Council based on the GP's portfolio and other performance evidence.Human resource management for health
Human resource management for healthSomali Field Epidemiology Network (SOFEN)
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This document discusses human resource management for health workers. It defines human resources for health and human resource management. It describes the various cadres of health workers and the value of investing in the health workforce. The key components of human resource management are discussed - planning, attracting employees through recruitment and selection, developing employees through training and performance appraisal, and retaining employees through compensation, maintenance, and separation. Theories of workforce motivation and strategies to address human resource challenges are also summarized.Policy and Organizational Behavior Scoring GuideCRITERIA N.docx
Policy and Organizational Behavior Scoring GuideCRITERIA N.docxharrisonhoward80223
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This document provides a scoring guide for assessing proficiency in policy, organizational behavior, and leadership skills relevant for nurse leaders. It outlines criteria for competencies such as comparing compliance rates between organizations, identifying financial implications of compliance, explaining the importance of compliance, describing changes to improve a specific measure, outlining an implementation plan, and identifying and overcoming barriers to change. Nurse leaders are evaluated on their ability to investigate these areas, communicate recommendations clearly and professionally, and demonstrate conceptual understanding of issues across organizational levels that impact patient-centered care.ppt on Quality assuranse
ppt on Quality assuranseDr Ashok dhaka Bishnoi
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Quality assurance is a system to monitor outcomes of nursing care and activities to ensure they meet established standards. It involves setting standards, assessing actual performance, planning improvements, and taking corrective actions. Quality assurance is important to improve patient care quality, decrease costs, and meet professional, legal and social responsibilities. It requires establishing criteria and evaluating care structures, processes and outcomes. Nurses play a key role by developing quality assurance programs, implementing standards, monitoring performance, and evaluating changes to continually improve nursing services.Assessing Quality Outcome And Performance Management
Assessing Quality Outcome And Performance ManagementKelly Taylor
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This document discusses the evolution of performance management from its origins to its current conceptualization and practice. It begins by defining performance management and outlining how the concept has changed over time from focusing on individual outputs and rewards to emphasizing a flexible, developmental process oriented around both individual and organizational goals. The document then examines different performance management approaches and how they have been applied in healthcare organizations to improve quality and outcomes through human resource interventions and performance indicators.Controlling ppt
Controlling pptMaglinAnusha1
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This document discusses quality standards and audits in healthcare. It defines controlling and quality assurance, and explains that controlling is verifying that plans, instructions, and principles are followed. Quality assurance involves judging care processes and outcomes. The document outlines different approaches to quality assurance like quality improvement, which takes a more proactive approach. It also discusses models for evaluating quality like Donabedian's structure-process-outcome model and indicators that can be used for quality assurance audits. The nursing role in quality assurance is also highlighted.Carson Dye - Enhancing Physician Engagement
Carson Dye - Enhancing Physician EngagementExceptionalLeadership
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This document discusses the importance of physician leadership development programs for healthcare organizations. It notes that developing physician leadership skills can help improve quality, costs and outcomes. Effective physician leadership development programs have several key elements, such as a well-articulated vision, a formal selection process, use of real-world examples, opportunities for self-awareness and behavioral skills assessment, and discussions on career progression and mentoring. Investing in these programs supports an organization's clinical integration and positions physicians to be actively engaged partners.Health Care HR
Health Care HRghosharindam3
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The document discusses the evolution of HR transformation in healthcare. It outlines challenges faced such as change, decision making delays, and complex structures. It argues HR must shift from administrative tasks to strategic roles like strategic partner and change partner. This involves developing a human capital strategy aligned with organizational goals and helping facilitate change. The HR function needs analysis and prioritization through an "HR scan" to identify opportunities and a phased transformation approach to optimize processes and support the organization's objectives.Leadership and Management for Effective Social Impact
Leadership and Management for Effective Social ImpactChristiana Osuji AMNIM, ACIPM, HRPL
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Apply these leadership and management frameworks to make a strategic organizational and social impact.Summary of this courseHealth care business analysesHealth Care.docx
Summary of this courseHealth care business analysesHealth Care.docxmattinsonjanel
油
Summary of this course
Health care business analyses
Health Care Business Operations and Performance
Introduction
In this module, you will explore the relationship and potential synergy created by consistent vision, mission, goals, and strategic plan. Health care strategy can be formed in one of two ways: it is intended and deliberate, which is created by plans, or it emerges through a pattern of uncoordinated decisions and actions (it just happens). Plans help to create a deliberate strategy. This is a discovery process in which health care organizations define their markets and assess internal operations. Plans move the organization forward toward the realization of a vision. The strategic plan or plan of action is necessary to achieve certain goals and objectives. The plan helps to create alignment and consensus around the organization's intentions. Key managers help to organize efforts and garner momentum for these strategies.
The Strategic Plan
The strategic plan changes or creates additional service lines, clinical procedures, and geographic locations of new clinics, rooms, or other facilities. The plan helps decide where to allocate resources for the high-level initiatives such as new medical technologies. The plan also identifies potential partners for an integrated delivery network or expanded system. When assessing a health care organization, ask what evidence you see of them attempting to work towards a certain vision. What services are they providing? How do they implement the strategy? How are they different from other clinical organizations in the community? How do they remain competitive?
Operations Internal Assessment and Improvement
Introduction
In this module, you will learn to identify methods of assessing and improving the quality of a health care organization. Developing processes is critical in assessing and improving quality since a process is how work gets accomplished. Until processes are fully documented, the interactions and steps cannot be appreciated. The "as-is process" documents what is actually occurring, versus what is supposed to occur. The "to-be process" documents the vision and the proposed process once improvements have been made. By fixing the process, you improve performance. The business process is a set of activities and tasks that are performed in sequence to achieve a specific outcome. The strategy of process improvement increases the throughput (capacity or volume) of a process; eliminates choke points or bottlenecks; and reduces costs, steps, waste, and resources. Look for steps that add value and eliminate those that do not. Reduce the variation in performance over time, remembering that variability causes resource inefficiency.
Analyzing Performance
Methods for analyzing performance include trend analysis and benchmarking. Trend analysis helps health care organizations answer the question, "How are we performing over time?" Benchmarking asks how we compare to our competition. Benchmarking is th ...Nada Shahwan 1,2,3,4zewail academy abd bobah dr hatem el bitar.pdf
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Teams and Project Performance.pdf
Teams and Project Performance.pdfssuserb4bf60
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This document summarizes a research study that examines how a project team's ability, motivation, and opportunity (AMO) affect project performance. The study tests three models of the interplay between AMO factors: an additive model, a multiplicative model, and a constraining factor model. It analyzes how AMO factors interact differently for simple versus complex projects. The study uses data from 285 projects at a large construction materials company to test the hypotheses. The results show that ability is the main driver of performance for simple projects, while motivation interactions are more important for complex projects.Power_BI_Presentation_01_17 June'23.pptx
Power_BI_Presentation_01_17 June'23.pptxssuserb4bf60
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Power BI is a collection of software and services that allows users to analyze unrelated sources of data and turn it into interactive visual reports. It includes the Power BI Desktop application, Power BI online service, and mobile apps. The common workflow in Power BI involves connecting data sources in Power BI Desktop, building a report, publishing it to the Power BI service, and sharing it so others can view and interact with the report.Learning and Developmment Strategy Presentation 2023.pptx
Learning and Developmment Strategy Presentation 2023.pptxssuserb4bf60
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The document outlines the learning and development plan for 2023 for Reddington Hospital Group. It discusses the vision and mission of enhancing staff skills through accessible training. The key elements of the plan include setting learning goals, aligning training with business outcomes, and analyzing progress. Immediate priorities are to establish a learning department, conduct a training needs analysis, publish a training calendar, and select external partners. Long-term aspirations include moving to more personalized learning and adopting digital platforms.Group Wide Service Excellence Mar 2022.pptx
Group Wide Service Excellence Mar 2022.pptxssuserb4bf60
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The document provides an overview of service excellence basics for staff at Reddington Hospital Group. It covers key topics like what service is, the elements of quality service, skills needed for customer service, communication techniques, and resolving service issues. Staff are required to complete a questionnaire before and after the presentation. The presentation aims to establish a quality service culture and emphasizes that getting customer service right once is not enough - excellence must be provided at every touchpoint.Assessor Training Part 1.pptx
Assessor Training Part 1.pptxssuserb4bf60
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This document provides training materials for conducting effective interviews as part of an assessment process. It covers planning interviews, asking appropriate questions, listening skills, getting candidates to talk, and using a funneling technique to get more specific evidence from candidates. The goal is to obtain balanced evidence about a candidate's suitability for a role in terms of both abilities and motivations. Examples and exercises are provided to help interviewers practice these skills.Dealing Effectively With Angry People Jan 2022.pptx
Dealing Effectively With Angry People Jan 2022.pptxssuserb4bf60
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This document provides guidance on dealing with angry patients. It outlines steps for recognizing when a patient is angry based on behaviors like shouting or swearing. It recommends adjusting your communication style by modifying your voice, body language, and acknowledging the patient's anger. Understanding the reason for the anger through open-ended questions is important. When responding, one should show empathy, apologize, thank the patient, encourage questions, and avoid suggestions, defensiveness, or getting angry. Managing difficult situations and one's own feelings are also addressed.Recently uploaded (20)
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This project management tool is specifically designed for project managers, offering a comprehensive suite of features to streamline planning, execution, and monitoring of projects. With intuitive interfaces and robust functionalities, it facilitates effective collaboration, resource allocation, and progress tracking, ensuring that project goals are met efficiently. Ideal for teams of all sizes, this solution enhances productivity and fosters accountability, making it an essential asset for any project management professional.
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- 2. SOURCES OF INFO TO INFORM WORK ON EXPECTATIONS OF HODS Comparison to other hospitals worldwide A RHG Leadership Charter Comparison of REGULAR reports over time to indicate progress Ongoing discussion at SMT comparing gap between expectations and delivery A template JD for HoDs
- 3. CURRENT SITUATION Lack of clarity of and inconsistency in understanding in expectation of HoDs Lack of definition in reserved and devolved powers Insufficient performance management indicators Inconsistent engagement with key organisational imperatives such as quality improvement
- 4. COMPARISON TO OTHER HOSPITALS OPERATIONS MANAGEMENT FINANCIAL MANAGEMENT HUMAN RESOURCE MANAGEMENT LEGAL RESPONSIBILITIES COMMUNICATIONS THE FIVE KEY ROLES OF HOSPITAL ADMINISTRATORS
- 5. THE RHG LEADERSHIP CHARTER The objective of the RHG Leadership Charter is to support achievement of the mission and values of the organisation. It sets out the behaviours expected of RHG managers in the context of their individual roles as a means to and end. These behaviours have to be demonstrated by leaders and managers at all levels for them to have any chance of becoming the norm.
- 6. THE RHG LEADERSHIP CHARTER The Leadership Charter comprises 4 sections namely:- VISION COMMITMENT MANAGEMENT APPROACH COMMUNICATION
- 7. VISION Providing a clear vision which aligns with mission and values Describing the vision in simple language and checking understanding Translating the vision into measurable goals
- 8. COMMITMENT Takes on ownership of the ideas adopted by the business Secures the personal commitment of immediate colleagues Gain enthusiastic acceptance in directing the process of change
- 9. MANAGEMENT APPROACH People Recognition, setting targets, delegation, decision making, training, discipline, team working etc Business Performance Adding value to customer, setting standards, continuous improvement, delivery of budgets, targets, KPIs, meeting COHSASA standards Personal Contribution Role modelling the values, strong customer focus, levels of competence, judgement, caring and integrity, being accessible and visible, accepting personal accountability
- 10. COMMUNICATION Plans communication activities Identifies the communications implications of every policy, decision, Seeks input and listens carefully Communicates cross functionally Contributes to and complies with an agreed communications structure
- 11. CLINICAL HODS ESSENTIAL FUNCTIONS 1/3 Provides and directs high quality patient care to patients. Collaborates and works effectively with other providers to provide effective team based medical care. Plan, organise, direct departmental functions and activities to ensure provision of quality and clinically safe services and ensure continuity of care Develops, reviews, revises and implements policies, procedures, goals and objectives for department. Assures compliance with standards and regulatory requirements.
- 12. CLINICAL HODS ESSENTIAL FUNCTIONS 2/3 Ensure necessary staffing is provided for all shifts of operation, evaluating staffing patterns. Works with other HoDs to ensure adequate coverage on all shifts Prepares, monitors and is accountable for annual departmental budget. Monitors approved budgets on a monthly basis explaining variances and forecast plans. Interviews and hires applicants. Establishes and maintains an environment a climate in which staff can attain their maximum potential in delivering quality patient care.
- 13. CLINICAL HODS ESSENTIAL FUNCTIONS 3/3 Prepares and reviews performance evaluations and initiates personnel actions such as promotions, transfers, discipline Contributes to orientation and education programmes. Creates an environment of professional growth. Investigates, resolves and documents resolution complaints or issues concerning patients, visitors, staff or other customers. Serves of RHG committees as assigned and attends department managers meetings as scheduled. Monitors and participates in continuous quality improvement activities relating to the department
- 16. NEXT STEPS Finalisation and issue of KPIs to BU Leaders and HoDs Training workshops including:- Management and Leadership Disciplinary Procedures Effective Recruitment and Selection Work Ethics Monthly performance reviews to discuss performance and support improvements Review of current workforce under New Reddington project