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C429 Operations Management

Terms in this set (18)

Functions of Operational Management
1. Boundary spanning. Monitor all external stakeholder groups to identify changes in
their needs and desires. Forecast the need for services, the number of services to be
supplied, and the size of these services.
2. Knowledge management. Ensure that each individual and team has prompt,
complete, and reliable information for achieving their goals.
3. Accountability and corporate design. Establish explicit expectations of every team and
assemble an integrated array that optimally meets community needs.
4. Continuous improvement. Pursue opportunities for improvement (OFIs), set goals,
and implement improvement in a timely and coordinated fashion.
5. Sustaining and improving. Ensure that the infrastructure is continuously improved.
The Governing Board Must
• establish a strategic direction for
the healthcare organization
•that meets stakeholder needs, and
•resolves conflicting views.
The board's critical functions, which in turn implement the strategic
direction, are as follows:
1. Maintain management capability.
2. Establish the mission, vision, and values.
3. Approve corporate strategy and annual implementation.
4. Ensure quality of clinical care.
5. Monitor performance against plans and budgets.
6. Improve board performance.
Trustrees
Members of the governing board of a not for profit HCOs:
•who volunteer their time to the organization their only compensation is the
satisfaction they achieve from
their work
Role fo a leader
...
Transformational Leadership
...
Evidence Base Management requires:
Operational infrastructure whose purpose is to ensure
that the healthcare organization's (HCO) array of
services is effectively designed, aligned, integrated, and
continuously improved.
A Leader
foster a culture that is able to lead people without having to have the micromanaging components.
Excellent healthcare organizations (HCOs) have carefully maintained a culture that
deliberately
delights both customer and provider stakeholders
Leadership under this culture has five functions:
1. Promote shared values by establishing, disseminating, and modeling attractive mission, vision,
and values.
2. Empower associates so that they feel they can change their work environment to improve
mission achievement.
3. Listen responsively to associates so that their needs are met, and the responses model the
organization's values.
4. Support service excellence that helps delighted associates delight patients.
5. Celebrate and reward success.
Values
Mission, Vision and values are developed, displayed and routinely cited
Cultural Leadership
Establishing the BEST place to give care in return
to receive care. Implementing responsive
leadership to build and sustain the culture.
Measuring and continuously improving
the HCO's culture. Establishing a program to
respond to resistance and protect against damage.
4 steps to develop an appropriate leadership cultrure
1.
Reactions: The leaders should be satisfied
with the development activities they are
offered.
2.
Learning: The leaders should be able to
recite what they have been taught.
3.
Transfer: The leaders should be able to
apply the learning.
4.
Results: The learning should improve
mission achievement measured in the unit's
operational scorecard.
Evidence Based Management look at
the evidence to validate the change. And this is important because within us having to be able to manage the evidence, it allows for change to be dictated based on those facts and not based on just a need or the assumption. There's prudence. There's proven fact behind the change and why this change needs to take place.
Boundary Spanning - Evidence Based Management allows for
boundary spanning out allows for that external stakeholders being the community to be able to identify these changing needs that are going to take place and that health care organizations do what is necessary to prepare for these changes. So they are equipped to be prepared and moving forward with meeting the needs of the community.
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