Managers in healthcare organizations usually display leadership coordination and supervision of employees. This is because the nature of job and its complexity is such that employees cannot achieve tasks on an individual basis. These managers must not only take the critical decisions of ensuring that patients receive timely and efficient services but also address performance targets set for the employees. With globalization and the information age, the level of technological innovation has increased in the healthcare sector along with increased clinical specialization. On the contrary, there is a focus towards reducing costs worldwide, which requires doing away with traditional hierarchical structures and working in teams in both managerial and clinical setups. Integrated solutions can then be reached by these cross-disciplinary teams. This is in contrast to the traditional paradigm whereby there was a conflict between the general managers and health care service clinicians. It is important to understand that the healthcare service delivery process comprises of inputs in the form of medicines, equipment/technology and other health systems and the outcome of patient’s well-being. The role of healthcare service employees is quintessential in the intertwining “process” since health care is a people-oriented job and cannot be done with automated techniques. The personalized nature of job, therefore, makes the contribution and management of these professionals critical to the achievement of organizational outcomes. For healthcare employees, employees may be considered as internal customers whose satisfaction is equally necessary to guarantee organizational success. One of the most important techniques to ensure employee commitment and satisfaction is to indulge in cross-training. Cross-training is practiced in healthcare organisations as job rotation is highly demanded by healthcare jobs. For instance, a file clerk, a data entry expert and a secretary may work in each other’s roles in case either of them is ill or on a vacation or during times of heavy workload or emergencies (Fallon & McConnell, 2007). Cross-training is, therefore, extremely necessary considering the demand for flexibility in today’s globalised world. On the other hand, most healthcare managers may simply hand over folders of information to be reviewed by the new employee which is a poor way of learning and results in low levels of information absorption. This is mostly done on the grounds that managers cannot devote sufficient time for training of new staff. This problem can be overcome by cross-functional training as people other than the manager (who are skilled at particular tasks) can be used to train the newcomer. Furthermore, the compensation plans of health care employees may also require management. Since the compensation of people in healthcare organisations constitutes the major part of expenses, organisations find it lucrative to reduce the pay and/or size of its staff in order to provide affordable healthcare to patients. In the modern age, however, techniques for managing employee pay and compensation has changed with third-party reimbursements tracking the nursing hours per visit, technological expenses and services utilized by clinicians. Furthermore, health care organisations mostly insist on offering “bonuses” as a primary incentive for enhancing performance of healthcare service professionals (Hernandez & O'Connor, 2009). Also, benefits in the
Management of People in Healthcare Organizations Customer inserts his/her name Institution’s name Organizational performance in the healthcare sector is largely dependent on effective control systems and policies that ensure commitment to the quality of healthcare for the benefit of patients…
These health organizations may be profit or non-profit organizations. Profit organizations are basically enterprising organizations which carry out their objectives for the sake of earning as much profit as possible. This is the opposite for non-profit organizations which carry out their objectives with hardly any profit in mind and mostly for philanthropic and altruistic reasons.
This can be achieved through many ways. Some of the ways include the use of favorable management systems, and adopting policies that will guide the organization to attain organization’s objectives. An organization, therefore, should choose the above ways carefully, depending on the objective of the firm.
He proposes that an organization that seeks to enhance shareholder’s equity should focus on its employees and any other source of labour and streamline equity in this investment. The three factors that are used in assessment of human resource equity include alignment, engagement and capabilities (Schiemann, 2006, p.
IT is increasingly becoming the world's most important determinant of commercial and trade related issues and actions. For instance its significance in the internal and external communication strategy of the firm in its global operations can be seen with regard to the level of its applications in coordinating inter-country and intra-country operations.
Knowledge Management definitely makes the sense out of healthcare. Since healthcare comprises 6% - 12% of the OECD (Organization for Economic Co-operation and Development) countries' GDP, and that since expectations on the development of specialized and more efficient healthcare strategies have always been increasing from the 1950s (Sharma, Wickramasinghe, Gupta, 2005), it cannot be foregone that efficient and effective acquisition and application of Knowledge Management systems in healthcare would boost the people's general wellness and standard of living, and hasten healthcare's economic and social benefits.
Thus in the same stead, the cost of healthcare is an investment that reaps rich results for the government as it gives the best possible amenities to its own men and women – for whom the government is undertaking all the steps and the measures in the first place. The spending
The three factors that are used in assessment of human resource equity include alignment, engagement and capabilities (Schiemann, 2006, p. 34). Alignment is described as the extent to which the human resource is linked to the business strategy. Capabilities
modifying an organization’s structure to achieve its objectives while organizational structure deals with the linking of divisions and departs in an organization.
Initially option’s organization structure was the functional structure before the new CEO came. The design was
When this has been done, there is a dire need to address the ambiguities that might arise in the wake of changing scenarios which take place within a healthcare organization. These might include the coming in and going
Other health care organizations such as hospices provide a specialized and narrow range of services in only one part of the care continuum. Other health care organizations include medical group practices, physician offices and ambulatory care centers such as outpatient diagnostic centers that provide medical services.
2 pages (500 words)Essay
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