HEED 218 Organizational Management in Health Care

This course offers an understanding of the skills needed for a new breed of clinically trained managers. Students learn about the health care environment, the classic definition of the manager's function (planning, organizing, decision making, staffing, and controlling), and practical skills for managing in the health care environment. An emphasis is placed on case studies, presentations, and other exercises to reinforce the classroom learning.

Credits

3

Prerequisite

ENGL 121

Hours Weekly

3 hours weekly

Course Objectives

1. 1. Describe the current health care environment, trace its evolution from the 1960s,
   and understand the concept of managed care;
   
2. 2. Define management and the basic functions of management theory discussing the
   impact of each on the health care organization;
   
3. 3. Describe the concept of Total Quality Management (TQM) and examine its
   influence on classical organizational theory.
4. 4. List the steps required to create a budget, the steps in a budget cycle, and the
   various types of budgets, differentiating between traditional budgeting and the
   planning-programming-budgeting system (PPBS).
5. 5. Compare and contrast: standing committees, ad hoc committees, plural
   executives, and task forces, listing the advantages, disadvantages, and limitations
   of committees, and identifying the roles and responsibilities of the committee
   chairperson;
   
6. 6. Describe the common techniques used to integrate individuals into the
   organization, patterns of behavior through which employees show their attitude
   about the organization and employee motivation.
7. 7. List methods a manager can use to motivate employees, define conflict and list
   methods a manager can employ to address conflict in the workplace, and define
   the role of a collective bargaining agreement in the healthcare setting.
8. 8. Compare and contrast: power, authority, and influence and describe how they
   relate to the line manager in a healthcare setting;
   
9. 9. Identify the styles of leadership and describe the mentoring process;
10. 10. List the functions of human resources and describe the interface and responsibility
    of human resources and the line level manager.
11. 11. Compare and contrast individual and small group communications, differentiating
    between informal and formal communications, and discussing barriers to effective
    communications;
    
12. 12. Analyze the dual role of the health care manager, explore potential problems and
    barriers health care professionals are likely to encounter when they enter the line
    level management ranks.

Course Objectives

1. 1. Describe the current health care environment, trace its evolution from the 1960s,
   and understand the concept of managed care;
   
2. 2. Define management and the basic functions of management theory discussing the
   impact of each on the health care organization;
   
3. 3. Describe the concept of Total Quality Management (TQM) and examine its
   influence on classical organizational theory.
4. 4. List the steps required to create a budget, the steps in a budget cycle, and the
   various types of budgets, differentiating between traditional budgeting and the
   planning-programming-budgeting system (PPBS).
5. 5. Compare and contrast: standing committees, ad hoc committees, plural
   executives, and task forces, listing the advantages, disadvantages, and limitations
   of committees, and identifying the roles and responsibilities of the committee
   chairperson;
   
6. 6. Describe the common techniques used to integrate individuals into the
   organization, patterns of behavior through which employees show their attitude
   about the organization and employee motivation.
7. 7. List methods a manager can use to motivate employees, define conflict and list
   methods a manager can employ to address conflict in the workplace, and define
   the role of a collective bargaining agreement in the healthcare setting.
8. 8. Compare and contrast: power, authority, and influence and describe how they
   relate to the line manager in a healthcare setting;
   
9. 9. Identify the styles of leadership and describe the mentoring process;
10. 10. List the functions of human resources and describe the interface and responsibility
    of human resources and the line level manager.
11. 11. Compare and contrast individual and small group communications, differentiating
    between informal and formal communications, and discussing barriers to effective
    communications;
    
12. 12. Analyze the dual role of the health care manager, explore potential problems and
    barriers health care professionals are likely to encounter when they enter the line
    level management ranks.