Introduction to Health Services Management

1. Introduction to Health Services Management

2. What is Health Service Management (HSM)? • HSM is the field relating to leadership, management, and administration of public health systems, health care systems, hospitals, and hospital networks in both metropolitan and rural areas

3. What is a Health Service Manager? An administrator or health professional with special training and skills in management who is concerned with the planning and provision of health services and with managing performance. Doctors, nurses, and others may fill such posts, sometimes combining them with professional appointments

4. The Role of the Health Services Manager Varied and integrated, depends upon the area worked in: main roles: • Human Resource Management • Operational Management • Financial Management • Project Management (increasingly

5. The Role of the Health Services Manager • Specific tasks associated with each management function: • Human Resource Management • Personal development of staff, rostering including staff mix, annual and sick leave management, skills maintenance and up-skilling of staff and staff development • Operational Management • Operational activity meets required National Safety Standards • Clinical governance, quality assurance • Meeting Key Performance Indicators (KPIs) • Managing and dealing with issues on a daily basis

6. The Role of the Health Services Manager • Specific tasks associated with each management function: • Financial Management • Delivery of services within budget constraints, managing and ordering stocks, financial planning for the given year. • Project Management (increasingly prevalent) • Health reform activities involving considerable project and change management

7. Main management styles: • Autocratic (micro management) – decisions are made unilaterally along with close supervision of employees • Consultative – still dictatorial although decisions do take into account the best interests of employees as well as business • Persuasive – Maintain control over entire decision making process whilst working with employees to convince them of benefits of decisions made

8. Main management styles: • Democratic - Allows employees to take part in decision making – making most matters agreed upon by the majority • Chaotic - gives employees total control over the decision making process • Laissez Faire – Managers are hands off and allow group members to make decisions – leads to highest productivity among employees

9. Sources of management knowledge: • Learning by doing • Hearing or reading local accounts • Studying approaches or theory • Attending management development workshops or course • Attending seminars and conferences (networking) • Judgement • Experience (first and second hand) • Knowledge of self • Basic and expertise skills

10. Challenges facing Health Services Manager • Managing change – health reform a growing field • Managing information • Dealing with financial and resource constraints • Evaluation • Corporate planning • Human Resource Management • Conflict Resolution • Staff development • Technical advances

11. The Evolving Role of the Health Services Manager • Closer working relationship between managers and clinicians • Clinicians as Managers and various clinician manager roles • Focus on accountability and outcome

12. The Clinician Manager Clinician Manager

13. Clinician vs. Manager

14. Connection between first three modules • Management as a set of activities, functions • Management as managers, role is undertaking these activities • Management knowledge as a way to understand this • Organisations as settings, where managers (workers) undertake management activities • (Module 2) • The interaction of management and organisations with the environment – open systems/strategic management • (Module 3)

15. Connection between first three modules • Management as a set of activities, functions • Management as managers, role is undertaking these activities • Management knowledge as a way to understand this • Organisations as settings, where managers (workers) undertake management activities • (Module 2) • The interaction of management and organisations with the environment – open systems/strategic management • (Module 3)