Managing Health Services

Managing Health Services

Managing Health Services

Managing Health Services

Synopsis

Health care systems are highly complex and dynamic. Different systems around the world vary in the way services are managed yet, regardless of these differences, the need for effective managers and managerial leaders is essential in allowing organizations or professionals to achieve specific goals. This book provides an understanding of the concepts of management, managerial leadership and governance within health care systems. It provides a thorough introduction to, and conceptual framework for, the analysis of health systems management and goes on to examine fundamental management tasks, including: Managing income and finances Managing people Managing strategy and change Managing results

Excerpt

The roles and skills of managers that you learnt about in the last two chapters might be viewed as prerequisites for achieving organizational goals. This chapter examines how accomplishing goals requires a conscious, identifiable strategy — a framework known as the ‘problem-solving method’. the first part of this chapter examines the theoretical process of problem solving and the second employs a case study to examine how you might adopt such methods in the context of health services management.

Learning objectives

After working through this chapter you will be able to:

give reasons for the shift away from classical management towards the
contingency approach;

understand the process of ‘problem solving’ and why this is important in
the practice of management;

understand how to apply the problem-solving method.

Key terms

Contingency approaches Theories which suggest that different behaviours are required in
different situations and that successful leaders are those who can move flexibly from one style
to another as the situation changes.

Problem-solving method a framework upon which all management practices are built,
consisting of problem identification, problem definition, problem analysis, developing
solutions, and recommending actions.

Classical management theory and the contingency approach

As you learnt in Chapter 2, classical management thinking in the early twentieth century was dominated by the search for a ‘one best way’ to do things through single, universal solutions to management problems. However, it was soon realized that finding appropriate managerial solutions in any specific case was dependent on context and interrelated elements — or contingencies. the contingency approach, therefore, refers to the view that managerial solutions need to be case-specific in . . .

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