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They describe how managers "till the ground, prepare it, plant seeds, and nurture those seeds (Summers & Nowicki, 2005)." Seeds in this analogy represent the clinical staff, who need to exhibit success and achievements in order for organizations to be led towards goals. The language chosen by managers is important for the affirmation of power relationships within healthcare organizations. Managers who are effective leaders should describe themselves as "allies" to clinical staff, implying shared values even though administrators are unable to directly order or provide the core services provided through healthcare (Summers & Nowicki, 2005). Overall, language by leaders that is more aligned with medicine, healthcare, and healing rather than the language of business, proves to be more effective.
Some styles of leadership may be more effective for management in healthcare organizations. Frerichs (2001) described how passive, uninvolved management styles among financial executives in healthcare are not desirable, and that leadership styles that show proactivity and hands-on management are more in demand. Chief Financial Officers (CFO) in healthcare are required to be advocates and agents of change, willing to execute operational decision making. Doing so necessitates intense involvement in operations and their analysis in the ultimate quest for improved, cost-efficient productivity through a continual commitment to change (Frerichs, 2001).
Change within the healthcare industry is quick moving, and driven by...
Nowicki (2003) suggested that times of crisis, like the present, often necessitate autocratic leadership styles. This author proposes the concept of the "benevolent autocrat" who is described as a prestigious and powerful manager that ensures structure to all employee activities, is responsible for decision making, and strictly enforces discipline (Nowicki, 2003). Although this management style does care about the concerns and feelings of employees and encourages their participation in planning activities, policies are enforced and decisions are made based on clear-cut principles.
References
Frerichs, J.K. (2001). Proactive CFOs are in demand - chief financial officers in the health care industry. Healthcare Financial Management, December.
Nowicki, M. (2003). The benevolent autocrat: is it the right fit for the times? By now, most managers have hung their autocratic management style in the back of the closet. Healthcare Financial Management, October.
Summers, J., Nowicki, M. (2005). Leadership, language, and reality in healthcare: gaining insights into what you are doing often occurs when you are forced to think "outside the box." Healthcare Financial Management, February.
Wilcox, K.C. (2003). Review - the leadership challenge: how to keep getting extraordinary things done in organizations. Journal of Physical Therapy Education, Fall.
Health Care Delivery Systems The structure and organization of the resources that make it possible to provide health care services to target populations is referred to as a health care system. The variety of health care systems is very wide with strong evolutionary histories tied to the governments, religious organizations, charitable organizations, labor unions, and for-profit market participants. Five Health Care Delivery Systems Reid set out around the world to study healthcare systems
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Health Care Organization- Memorial Regional Hospital Florida | Health care organization-memorial regional hospital Florida memorial Regional Hospital Florida was established in the year 1953 and since then for about more than five decades it has been associated with the community health care programs and committed to serve wide range of population in the region. Memorial regional Hospital has enjoyed the stature of being one of the largest hospitals in Florida. It has
Healthcare management often entails resolving communications crises and disputes. For a hospital to operate efficiently and effectively, the organization needs to cultivate and maintain harmonious relationships between governance, medical staff, administrative staff, and boards of trustees. Often it seems like these disparate stakeholders are pulling in opposite directions, but nothing could be farther from the truth. When all members of the organization are on the same page, they can work
Nursing leadership has a direct impact on patient outcomes and quality of care. From healthcare administration to policy decisions, from shift leadership and staff management, leadership is the cornerstone of nursing. Nurses and nurse educators are paying more attention to leadership, as research consistently shows how specific leadership styles and strategies impact specific patient outcome variables. For example, Wong, Cummings & Ducharme (2013) performed a systematic review of the literature
Abstract Information technology is one of the major trends in today\\'s world, and it is changing every professional. It is imperative for healthcare leaders to understand the emerging information technologies, and how those technologies can transform the delivery of healthcare and the administration of healthcare institutions. There are several different technologies that will transform the healthcare field in the coming decade. Already, we have seen the emergence of distance health care. While