1 / 39

Challenges facing Healthcare Leaders: Management Competencies Organizational Complexity

miliani
Télécharger la présentation

Challenges facing Healthcare Leaders: Management Competencies Organizational Complexity

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

    1. Challenges facing Healthcare Leaders: Management Competencies Organizational Complexity Wallace Lockhart, University of Regina Allen Backman, University of Saskatchewan

    2. Five core disciplines of Public Health Epidemiology Health Promotion Biostatistics Environmental Health Health Policy and Management

    3. Need to re-think curriculum for Health Management Program Is current program providing the right competencies? targeted at the right levels, The right people? Where should future program be focused?

    4. Need to re-think curriculum for Health Management Program Do we emphasize Leadership? Core areas (Hard skills)? Accounting and Finance Organizational Behaviour Marketing Human Resources Management Strategic Planning Personal skills Emotional intelligence and relationship management, Personal attributes Commitment, values and motivation. Broader concepts Life-long-learning & responsiveness.

    5. Why study management competencies? We have a variety of competency maps; We have lots of management programs; But our organizations have changed Are we keeping up with those changes? What you do is valuable! despite popular political rhetoric (if you arent a care-giver, what label is given to you?) and it is important to discuss this

    6. Project Parameters: Management is broad field: personal attributes, leadership, EI, life-long learning Our focus: Management competencies in 4 categories (care giving, strategy, core management, and financial / analytical). 3 levels: Front line, middle & senior

    7. Past Studies: MacKinnon (2003) Competencies, Gaps Hewitt (2006) Human Resource Dilemma CCHSE (2006) Discussion Paper So what have we learned? That we dont know enough!

    8. The Research Quantitative & Qualitative Triangulation Questionnaire Survey 266 CCHSE members CEO, VP, HRM Mix of CEO, VP, Manager / Director Depth Interviews Survey respondents Focus Group at 2008 NHLC

    9. PART 1 - COMPETENCIES How important are each of (list of 18 items), for managers at each level? Current average competency level in your organization, for each item. From these two, we extrapolate THE GAP

    10. Competency Areas for Research Caregiving General Knowledge New Developments Professional Practice Managing Quality Knowledge of other HC Professions Strategic Thinking Decision-Making/Judgment Process Redesign Partnership, Collaboration & Advocacy Leadership Communications Organization/Human Resource Mgmt Managing in a Team Environment Financial Read & Interpret Reports Financial Budgeting Financial Responsibility for Budget Analytical Skills (Qual/Quantitative) Use of I.T./Technology Tools

    11. RESULTS PART 1 We will scan Front Line & Senior levels Importance The GAP

    12. FRONT LINE: Important? Most Important Communications Managing team env. Care Giving skills Managing quality Least Important Process Redesign * Financial & Analytical Strategic Thinking *: take note!

    13. FRONT LINE: THE GAP Greatest GAPS Communications Managing quality Leadership Managing teams Process redesign! * *: What? Its not that important! Least GAPS Partnership & collab Strategic thinking Care giving

    14. Part 1 Discussion Front Line We promote strong clinicians to managers OR we promote passion / leadership But they lack management skills; AND we dont train them very well or give them time for school. Larger organizations: less emphasis on financial, analytical & strategic. Who provides training? CHA, not grad pgms

    15. 15

    16. SENIOR MANAGERS: Important? Most Important Leadership Strategic Thinking Communications Decision Making Financial - Budget Least Important I.T. / tech tools Care giving

    17. SENIOR MANAGERS: THE GAP Greatest GAPS Process Redesign Communications Managing Quality Strategic Thinking Analytical Skills Least GAPS Financial Budget Care Giving

    18. Part 1 Discussion Middle Mgrs Competency ratings low across the range. Large gaps in the most important areas Position challenge: between the top and the front (communications are key and weak) Process redesign is key and very weak!

    19. Part 1 Discussion Senior Mgrs (We are just the messengers, dont shoot us .. these are views of senior managers, many of you!) Gaps are smaller than other levels, but still some important concerns. Many have graduate management degrees, yet major GAPS in strategy, analytical skills, communications why? (Hmmm ummm, come to think of it, were the teachers. Never mind; ignore this; lets move on )

    20. Part 1 Other discussion Looking up / looking down Financial: Either important or not! Leadership: Definable? Learnable? Accreditation: Competencies vs Attributes Universities: Core competencies, part-time, flexible, perhaps certificate programs?

    22. PART 2: ORGANIZATION FACTORS This is where the fun part starts! Just a few insights for now!

    23. The Questionnaire Part 2 Organizational factors that may influence a managers ability to do their job. Sufficient skills? Sufficient authority? Analytical support? Time! Training / Succession ORG: do P&P help? Org structure help? Span of control Org complexity

    24. Small organizations are inefficient. Bureaucratic. Big is better. Right? Re-Regionalization

    25. 25

    26. 26

    27. 27

    28. 28

    29. You and your management team see things in the same way, right? Hey, Boss

    30. 30

    31. 31

    32. 32

    33. A few more

    34. 34

    35. 35

    36. 36

    37. Conclusions Part 1 We have a better sense of strengths & GAPs Process redesign; managing quality; analytical skills; strategy doesnt that come from engineering and business schools? Front line managers the greatest GAPs What can we do about it? Healthcare organizations CHA provides / supports core mgt programs Universities opportunities, non-tradl programs

    38. Observations Part II Organizational factors are at least as important as management competencies. Regional healthcare organizations continue to evolve We have to make sure we have people with the competencies needed to manage them! Integration of complex, diverse services is a complex organizational and operational challenge. Big, complex organizations arent working!

    39. So What do we do about this? Universities: What can/should we teach? How much conceptual vs experiential? Should we train the front-line managers? Healthcare organizations: Do org systems let managers manage? Why would strong clinicians take mgt job? Do you provide needed training opportunities?

    40. THANK YOU! Questions, Please! wallace.lockhart@uregina.ca a.backman@usask.ca

More Related