Moving Into Management
description
Transcript of Moving Into Management
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The Reality of Management
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Overview
• Outline of the Current Structure in the Health Services
• The Management of the System• The Personal Experience• The Elements of the System that require
Management• Moving into Management
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Outline of Current Structure of the System
• The Health Boards– The Acute Services– The Community Services
• The Voluntary Agencies– The Acute Services– The Community Services
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Outline of the Current Structure in the Health Services II
• Patients• The Medical Profession• The Nursing Profession• Other Health Professions• Other Healthcare Employees
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The Management of the System I
• The Department of Health and Children– The Minister– The Department Officials
• The Health Boards– The Board– The Chief Executive– Programme Managers– General Managers
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The Management of the System II
• The Voluntary Sector– The Chief Executive– Divisional Managers / Management Teams
• The Voluntary/Volunteer Sector– Full Time Administrators– Voluntary Staff
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Clinical Services Division I
• Diagnostic Services– Radiology
• General• CT• MRI• Ultrasound• Nuclear Medicine• Interventional• Neurovascular
• Diagnostic Services– Pathology
• Chemical Pathology• Histopathology inc..
Cytology • Microbiology• Haematology• Blood Transfusion• Histocompatibility &
Immunogenetics• Toxicology
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Clinical Services Division II
• Diagnostic Services (contd.)– Cardiology
• Echocardiography• Interventional• ECG
– Audiology– Pulmonary Function– Neurophysiology
• Other Clinical Services– Pharmacy– Poisons Information
Unit– Clinical Psychology
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Clinical Services Division III
• Therapeutic Services– Physiotherapy– Occ. Therapy– Medical Social Work– Dietetics & Nutrition– Speech & Language
Therapy
• Therapeutic Services (contd..)– Orthopody– Chiropody– Clinical Photography
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The Personal Experience
• The Expectations• The Ambitions• The Goals• The Change• The Turmoil• The Challenge
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The Expectation
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Stages in Change
• Immobilisation• Denial of Change• Incompetence• Acceptance of Reality• Testing• Search for Meaning• Integration
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The Experience
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The Reality
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‘Administration’ or ‘Management’
• ‘Administrator’ or ‘Manager’
• ‘Professionals’ or ‘Non-professionals’
• ‘Carers’ or ‘Bureaucrats’
• ‘Real’ workers or ‘Interferers’
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The ‘CRUDE OIL’ Analogy
• Lubricating Oil • Petrol• Kerosene • Liquid Paraffin • Petroleum Jelly • Paraffin Wax • Bitumen
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Hitting the High Spots
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The Elements of the System that Require Management
• The Financial Function• The Personnel Function• The Purchasing Function• Patient Service Function• The Planning Function
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The Fundamental Principle of Enlightened Management
• “If you want one year of prosperity,• Grow Grain• If you want ten years of prosperity,• Grow Trees• If you want one hundred years of prosperity• Grow People”
• Chinese Proverb
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What Matters Most ?
• The Priorities for any Manager– People– People– People
• If you can’t manage people • you can’t manage effectively
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Management: The Key Challenges
• Managing Expectations – One of the most difficult of Management
Functions• Managing Personalities
– Get to know your own first• Managing Politics
– Departmental– Professional
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Things We All Need
• Support - both personal and informational– e.g. Coaching and Mentoring
• Patience - the System Moves Slowly• Guidance - Managers do not know as much
as you do about your job and ……...The obverse is also usually
true !
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Changes
• Funding• Organisation• Structures• Services• Technology
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Major Recent & Forthcoming Changes
• A Management Development Strategy for the Health and Personal Social Services in Ireland– The Office for Health Management– Competency Based Recruitment Systems
• The role of the C & AG• Accountability Legislation• Freedom of Information Act
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A Model of Management Development (Baker & Dixon)
Organisational Development Management Development Personal Development
Competencies and Skills Required
Performance Appraisal Self Assessment and Personal Development Needs
Development Centres
Training and Development Programmes
Organisational Database on Management Personal DevelopmentDevelopment Plan Development Plan
PlacementJob RotationSecondmentMentoring
Career Counselling
Succession Planning Career Planning
Monitoring and Evaluation
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The Learning Organisation
• The Requirements– Shared Vision– Systems Thinking– Mental Models– Team Learning– Personal Mastery
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Moving IN
• Learn about yourself– Your Behavior / Drivers - BP PM TH HU BS– Your Preferences - Myers-Briggs– Your ‘Learning Style’ - Honey & Mumford
• Only then can you understand others• Personal Development Plan - with Mentor• Team Building - Belbin
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Moving OUT
• Healthcare Professionals have more common features than differences
• Professional Identity• Inter-Professional Rivalry and Threats• A Sense of Service• The Issue of Recognition• Get out of the lab and meet your colleagues
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Moving ON
• Turn a ‘Demand-led Mentality’ (weak) into a ‘Supply-led Mentality’ (strong) via Service Plans for your Services
• Look at Developments as ‘Opportunities’ not ‘Threats’ (NPT)
• Be proactive with respect to changes which are far-sighted
• Consider Diversification
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Future Changes ?
• Change is scientific,• Progress is ethical;• Change is indubitable,• Whereas progress is a
matter of controversy G.B.Shaw 1950
•The Zebra Long Wing Butterfly Heliconius charitonia: Metamorphosis
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Vision
• Work With the System not Against it• Use your positive reputation to good effect• Dialogue rather then Debate• Explore ‘other’s views• Give yourself a clap on the back for the
excellence of your contributions