Leadership In Health Care Management

Leadership In Health Care Management is organized by The American Institute of Health Care Professionals (AIHCP), Inc..

Credits: Continuing Hours of Education = 30.

Course Information:
This Leadership course is designed to provide the student with the ability to distinguish the difference between a leader and a manager and note that managers are not automatically leaders. Managers and leaders have different expectations as managers deal with the present and leaders deal with the future. The topics covered in this course are applicable to all sizes of healthcare organizations as the healthcare industry has entered an era of unprecedented change. At the same time, the work of healthcare organizations continues amid a high level of scrutiny from regulatory agencies that examine the quality of care, operational processes, financial performance and patient safety. The student will learn that organizations with leaders who are able to integrate innovations and operations, planning, coordination, adaptability and reputation will be successful and have a sustainable future in the industry. The development of Master leaders who are capable of establishing a balance between the forces of certainty and transformation will be the winners. In the course we attempt to define the extraordinary challenges healthcare leaders face and provide a model of leadership under which the leader can navigate the healthcare minefield of uncertainty.
Students will become conversant with the Competing Values Framework as a diagnostic tool that helps leaders analyze competing tensions that exist in a complex healthcare environment develop strategic responses and options. The Communication and Collaboration section focus will focus on the values of integrity and identity and creating a professional culture. Coordination and Compliance will deal with organizational security and stability and addresses a high reliability environment. The section devoted to Competition and Commitment covers goals and innovation and an organizations strategic response that may be developed to compete effectively. Under the Community and Credibility, the student learns how to lead relationships with internal and external constituencies and how joint accountability becomes a factor when dealing with the community. Patient satisfaction becomes a focal point and the future leader is taught to consider a community perspective in decision making. This course is relevant for current and future supervisors and managers who want to increase their leadership potential and skill set. The course content is applicable for prospective and existing managers from Outpatient facilities, Long-term care facilities, Ambulatory Centers and all levels of hospitals. Course Code HM 530. Contact Hours of Continuing Education = 30.

This course is particularly designed for those who would like to become Certified as a Certified Health Care Manager by the American Institute of Health Care Professionals, Inc., however it is also offered to all health care and management professionals who may be interested in taking it.

Course Objectives: 
Upon completion of this course, you will be able to:
• Gain insight into the leadership challenges in the healthcare environment
• Recognize the components of the analytical framework used in healthcare organizations
• Develop a broader view of the internal and external environments surrounding the master leader
• Become familiar with the tenets of the competing values framework
• Appreciate the complexity of the interdependent roles that master leaders assume
• Learn about the importance of using transformational and transactional leadership roles
• Use a diagnostic tool to help differentiate the group roles assumed by middle managers in healthcare organizations
• Identify where and how middle management creates the greatest value
• Explore ways to avert the potential for leadership failure through attention to leadership development and effective succession planning in healthcare organizations
• Understand the critical role of middle managers in designing and leading cross-functional teams
• Recognize the complimentary skills associated with effective functioning of teams
• Frame the context for understanding the challenge of motivating employees with different needs
• Understanding the advantages and disadvantages of using intrinsic and extrinsic sources of motivation
• Learn about the integrative theories and concepts of motivation
• Relate motivation to leadership roles
• Learn about effective motivation strategies
• Analyze incidents and apply motivational tools to increase employee satisfaction and improve performance
• Explain how the changing landscape in healthcare is heightening the need for a more comprehensive approach to achieving high reliability
• Identify the complexity and multidimensionality of the concept of reliability
• Provide a definition for achieving high reliability as it pertains to healthcare leadership
• Understand the 4 interrelated underpinnings of a high reliability culture as well as the role of leadership in achieving such a culture
• Describe how patient care and continuous improvement constitute pillars of an organization-wide effort to achieve high reliability
• Identify successful cooperative arrangements among healthcare providers
• Identify and describe drivers of healthcare quality improvements
• Understand the importance of data and measurements in monitoring quality care
• Learn about the new CMS regulatory requirements and scoring systems
• Identify clinical processes and patient experiences as indicators for hospital compliance
• Describe the links between quality, efficiency and financial outcomes
• Identify tools of quality control and quality management
• Understand the role of leadership in championing the quality care process and patient safety initiatives
• Understand the competitive environment in which healthcare organizations operate
• Recognize the need for marketing as a means to compete effectively in a complex environment
• Appreciate that the foundation of marketing is understanding customers’ needs and meeting their needs through goods and services tailored to meet their needs
• Define marketing in terms relevant to healthcare
• Define the 4 P’s and describe how leaders can apply them to compete effectively
• Understand the interplay between marketers’ subjective intuition and objective analysis of data, and how this relates to the innovator and coordinator roles within the competing values framework
• Understand the fundamentals of competitive analysis and how the relate to strategy and planning
• Distinguish between the types of commonly used goals
• Appreciate the power of goals to influence and motivate employees, managers and teams
• Recognize the importance of setting goals in strategic, operational and project planning
• Understand the potential side effects of unintended consequences of improperly formulated goals
• Recognize the importance of setting goals that are appropriate to the team and organization as well as to individuals
• Understand the use of goal measurement frameworks such as the balances scorecard and the role master leaders play in their development when considering competing values
• Explain the evolution of the modern healthcare system and the historical content for a community-based perspective
• Define community as a multidimensional concept and discuss its application to the delivery of healthcare services
• Identify current economic trends and clinical and technological advances that are stimulating community-based approaches to healthcare
• Explain the components and essential conditions for a community-based approach to healthcare delivery
• Identify how healthcare alliances are distinct from consolidations, which occur through mergers and acquisitions
• Identify the risks and limitations of healthcare alliances
• Describe the role of leadership in promoting effective community orientations in healthcare systems
• Define the concept of patient satisfaction and recognize the reasons for its increasing prominence in the healthcare care industry
• Understanding how the culture, history and work demands of healthcare affect patient satisfaction scores
• Identify key trends, including clinical , economic , legislative , cultural and demographic factors that create challenges and barriers in the goals to attain high levels of patient satisfaction
• Explain the critical role and multidimensional nature of communication and interpersonal performance related to the achievement of patient satisfaction goals and targets
• Indicate the negative consequences associated with the failure to ensure that patient satisfaction goals are realized
• Understand the role and responsibility leadership has in the development and maintenance of an environment conducive to producing high patient satisfaction scores
• Employ the competing values framework as the basis for applying patient satisfaction principle in the work environment
• Use the competing values framework to evaluate the effectiveness of physician-patient communication at both individual and organizational levels
• Recognize that the complexity of healthcare requires higher levels of cognitive complexity
• Appreciate the need for behavioral flexibility to cope with change leadership
• Balance microscopic and telescopic views of leading and transitioning healthcare organizations
• Realize the importance of developing leadership capacity when choosing the right roles to deal with internal and external stakeholders
• Learn to use systems thinking to navigate the competing values framework
• Adopt mobile technologies
• Train in weak areas to improve engagement skills
• Develop self-improvement activities to become more customer focused
• Understand both positive and negative personality traits
• Use honesty and transparency when dealing with others
• Learn to frame your leadership position and use your influence skill set
• Get a 360 review to create your self-development plan
• Map out important stakeholders in 4 critical domains of healthcare environments
• Acquire knowledge, skills and abilities in the 4 domains of leadership
• Learn to align the leadership roles and competencies with organizations goals and strategies
• Asses personal strengths and weaknesses through the understanding of gaps between our existing skills and personal skill goals
• Identify areas for self-improvement and further development
• Develop skills that have a seemingly paradoxical relationship yet are essential for effective performance
• Learn to realign leadership profiles during transitions and with future organizational goals
• Use strategies and apply new knowledge and skills to maximize leadership effectiveness