MANAGING A MULTIDISCIPLINARY AND
MULTICULTURAL HEALTH CARE
ORGANIZATION
INTRODUCTION
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Management is an overall process which entails the organization of all goals
which are ultimately achieved through integration of human resource and
other resources.
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Leadership on the other hand, is a quality related to the ability to steer
others towards accomplishment of intended objectives.
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Steering others towards the correct direction entails exemplary leadership,
and facilitating a conducive environment for collective participation.
•
This presentation focuses on ways in which effective leadership and
desired management traits influence the healthcare sector.
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Leaders should not only be seen as role models, but also as exemplary
figures for the improvement of healthcare service provision.
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Excellent leaders in the long run, can be judged based on their capability of
providing motivation to their people.
MANAGEMENT THEORIES
1. Systems Theory
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Systems theory is one of the common management theories used in the
healthcare sector by most organizations.
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The organization's management science is well comprehended under
application of the systems theory.
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In most healthcare organizations, several aspects are unified with the sole
initiative of achieving set goals and objectives.
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Generally, an organization system is comprised of technological aspects,
raw materials used for production purposes, financial resources and human
resources.
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Processes such as reorganization, motivation aspects and planning, are all
incorporated under aspects constituting the heath care system.
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The systems theory is a clear model for managers to understand the patterns
used in healthcare institutions, as well as internalize the occupations in the
healthcare facility.
2. Team Building Approach
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Team building approach is a major management theory used in the
healthcare sector.
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Cooperation among members in the healthcare sector is essential, especially
in the quest to facilitate effective service delivery.
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The team building approach allows leaders to incorporate aspects of
teamwork.
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This approach facilitates continuous improvement.
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The theory’s major focus is on the aspect of the use of best practices for
continuous progress (Bassuray, 2007).
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The theory insists on the involvement of employees in decision making.
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Organizations which have embraced this aspect are graded to be more
effective, especially in policy formulation and implementation.
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Employee involvement in decision making, together with other health care
practitioners is a clear reflection of teamwork in healthcare service
provision.
LEADERSHIP THEORIES
1. Participative Leadership
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The participative leadership theory is commonly used by most healthcare
institutions.
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This style of leadership takes into account the efforts of all other personnel
in the same field.
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The recognition of thoughts and opinions of other personnel is an important
aspect.
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Inputs and contributions, especially provided by the human resource team
are highly beneficial.
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In this level, problems facing the lower level in the healthcare industry can
be accessed.
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Solutions can be arrived at though the help of other personnel.
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In participative leadership, implementation of formulating policies in the
healthcare sector is an easier task.
2. Transformation Theory
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Also referred to as the relationship theory.
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It is also used by the majority of the institutions in the field of healthcare.
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The transformational theory is centered on the interaction between leaders
and their subordinates.
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It is a major application used to make employees feel more motivated and
highly inspired.
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This way, task performance is well handled with the sense of belonging
realized by each personnel.
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Focus is directed on both group performance and personal performance.
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Ethical standards are the major aspects observed, as well as moral
standards.
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The transformational leadership theory is based on personal motivation
which has been of help in the healthcare industry.
LEADERSHIP TRAITS
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The healthcare sector is dominated by a wide range of professionals with
various qualifications.
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Five basic leadership traits are essential in managing the healthcare sector.
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These traits include;
Honesty
Good foresight
Competency
Inspiring
Intelligence
• These leadership traits are essential in steering the healthcare sector forward.
• With a leader who embraces all the mentioned traits, organization, operations
are meant to be more integrated (Dreachslin, 2008).
• Confidentiality and competency are more indented towards patient
satisfaction.
Honesty
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In the healthcare sector, people will want to follow an honest and faithful
manager.
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In most cases, leaders are associated with good qualities which is not the
case.
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Leaders in the healthcare sector have to display the highest level of honesty,
especially in their interaction with personnel and their colleagues.
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A major instance where leaders lack the aspect of honesty is through the
identification and correction of mistakes.
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In most cases, there might be a tendency to side with the wrong party.
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Avoiding failure in the healthcare sector is therefore the most ethical
practice to demonstrate honesty.
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Mistake identification and neutral correction are therefore important.
Good Foresight
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The most important point of leadership is figuring out the next step from
the current state of the organization.
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A leader with poor foresight demonstrates the inability to formulate
effective organization vision and is unwilling to share his ideas with
others.
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In the dynamic healthcare sector, sharing the vision, and organizational
goals are important.
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This helps the concerned parties in the healthcare sector to develop
effective future insight for the sake of organization effectiveness.
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On a broader perspective, good planning is the major aspect resulting
from good foresight as a healthcare sector leader.
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In most instances, leaders are concerned with the fact that they might
lose credibility if changes are made in their respective field.
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This way, most operations may remain unprogressive hence poor
performance.
Competency
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A leader does not necessarily need to be an expert in organizational
matters.
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The only aspect for consideration is the need to demonstrate
competency.
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Being in charge and handling situations with a high level of
professionalism is important.
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Formulation of decisions is also a great way of demonstrating
competency in leadership.
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A competent leader in the healthcare sector is keen to provide a less
delicate balance between professional activities and personal
objectives.
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Bringing attention to group events shows how much a leader is
concerned with organization operations (Velsor, 2004).
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In the healthcare sector, a competent leader is one who remains
consistent in showing concern with health care activities.
Inspiring
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Healthcare providers need to be inspired.
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Communication is the major way of inspiring employees.
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In the healthcare sector, leaders should be aggressive in extending their
leadership plans and designs for the organization to their lower level
employees.
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This way, goals are realized and employees work towards accomplishing set
objectives.
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Leaders need to be creative to inspire personnel (Baack, 2013).
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With an inspiring leader In the healthcare facility, the importance of
accomplishing delegated tasks is realized and every employee is keen to
focus their energy on seeing to it that such tasks are well handled.
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Storytelling and exemplary leadership are the most effective methods of
providing inspiration to colleagues and other workers.
Intelligent
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Intelligence is comprised of several elements which can be difficult to
develop.
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Being a lifestyle decision, continuous learning is a major cause of
intelligence.
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Healthcare sector leaders should be on the forefront in addressing the
importance of intellectual development in the healthcare sector.
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Being counterproductive can therefore be eliminated through developing
interest in intellectual development.
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A leader in the healthcare field should demonstrate the ability to make
people understand various new aspects.
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In the healthcare field, a healthcare provider should be on the forefront in b
showing interest in knowing new aspects (Nelson, 2009).
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This way, service delivery can be highly improved hence the development
of the industry as a whole.
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Ultimately, both patients and healthcare service providers are the
beneficiaries of good leadership.
IMPACT OF INEFFECTIVE LEADERSHIP TRAITS
AND MANAGEMENT THEORIES
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Societal expectations of healthcare facilities are essential to provide
services to all patients indiscriminately.
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Medical services are required by every individual in the society.
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Failure to incorporate effective leadership and management theories is
detrimental to service provision.
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Recruitment in the healthcare sector should therefore be based on
accepting managers with effective leadership traits.
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The risk of being or relevant should be considered, as well as the
maintenance of healthy societies.
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All healthcare sectors should aim at embracing corporate social
responsibility.
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Leaders with the lack of effective leadership skills in the long run, case
the failure in healthcare sector.
CONT.…
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Lack of required skills is the basis of inability to handle a rising healthcare
problem.
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Poor leadership is reflected through poorly set organization mission and
vision.
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The entire human resource force does not have clear motivation and morale
that is required.
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Inspiration from leaders is not realized.
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Employees are left with the task of performing their duties without clearly
laid out guidelines and operational procedures.
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This way, achievement of objectives in the healthcare sector is highly
compromised.
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Lack of effective leadership and management skills is detrimental to the
healthcare sector.
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The way of conducting day to day activities is highly compromised.
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Services to those who are highly in need can therefore not be well provided.
References
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Gordan, J. (2005), Diversity in Healthcare. In N. Borkowski (Ed), Organizational behavior in
health care (pp 15-41). Sudbury, MA: Jones and Bartlett
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Basuray, J. (2007), Cultural Competency and Diversity. In S. Bushbinder & N.
Shanks
(Eds.), Introduction to healthcare management (pp 324-331). Sudbury, MA: Jones and Bartlett.
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Dreachslin, J.L. (2008). Diversity management and cultural competence: Research, practice, and
the business case. Journal of Healthcare Management, 52 (2), 79
86. Retrieved from
ProQuest.
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Nelson, W. (2009). An executive-driven ethical culture. Healthcare Executive, 24 (6), 44-46.
Retrieved from ProQuestMultimedia
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Baaak, D. & Fischer, K. (2013). The Essentials of Managing in Healthcare Industry. Pittsburg
state university
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Van Velsor E., McCauley C., Rudderman M. (2004). Handbook of leadership development: The
Center for Creative Leadership: (3rd Ed.). Hoboken, NJ: Wiley Publishers