Developing an Effective Medical Staff Services
Department: Assessment and Implementation
Session Code: MN02
Time: 10:00 a.m. – 11:30 a.m.
Total CE Credits: 1.5
Presenter: Teresa A. Boyce, MHA, CPMSM, CPCS
Developing an Effective
Medical Staff Services
Department
Assess, Analyze and Implement an Action Plan
Teresa Boyce, MHA, CPMSM, CPCS
Learning Objectives
1. Understand the importance of leadership
2. Define and communicate the vision for your
Department and establish “Milestone Markers”
3. Identify the strengths and weaknesses of your
Department through the use of the Triple A Tool
(Assess, Analyze, Act)
4. Understand how to write an assessment and
proposal to obtain resources
Leadership
1
Leadership is the ability
to stand outside your sphere of influence
to see the big picture
and provide guidance and direction
Staff
An effective leader is
• A Team Player, not a Lone Ranger
• Assertive, not demanding
• Confident, not arrogant
• Focused and mindful of the bigger picture
• Grateful and humble
2
Develop Your Vision
The greater danger for most of us
lies not in setting our aim too high
and falling short;
but setting our aim too low,
and achieving our mark.”
Michelangelo
Develop Your Vision
– Begin with a Clear Vision
– Communicate your vision clearly and
consistently
– Invite others along on the journey
– Live your vision
SAMPLE: In concert with the mission, vision and values of (your
organization), Medical Staff Services will provide efficient and
timely credentialing and support to Medical Staff Leadership in
a professional and collaborative manner.
Establish Milestone Markers
Milestones are accomplishments attained as you
move towards the realization of your vision.
5 year
3 year
1Year
3
Prioritize
Your vision will drive improvements in your
Department.
There will be times when your focus and timeline
will be altered by events or people beyond your
control.
Triple A Tool
1. Assess
Judge the
quality
2. Analyze
Examine
in detail
Vision
3. Act
Implement
an action plan
Assess, Analyze, Act
• Professionalism of the Medical Staff Department
• Staffing
• Technology
4
Assess Professionalism
Judge the Quality
What do you see?
Assess Professionalism
Judge the Quality
What do you hear?
Assess Professionalism
Judge the Quality
What do you feel?
5
Analyze Office Professionalism
Examine in Detail
Physical surroundings
Customer service skills
Personnel relationships
Develop an Action Plan
How will I address the issues identified?
– New paint, carpet
– Training
– Counseling
What resources will I need?
– $$$
– Executive Support
– Man Power
When: Timeline
Assess Staffing Needs
Judge the Quality
• Do you have an adequate amount of staff?
• Are the right people on the bus?
• Are the right people in the right seat on the bus?
6
Staffing Needs
ASSESS
ANALYSE
Constantly behind on basic
tasks
Time management or work load?
Stress level of employees?
Utilizing temporary employees
How often? Effect on budget
Granting overtime on a
consistent basis
Effect on budget – time and a half
No time for “extra”, but
important projects
Effect on department and
organization;
Assess Staffing Needs
Judge the Quality
Possesses
skills –
willing to
learn
Positive
Attitude
Self
Motivated
Engaged
HTTPS://WWW.YOUTUBE.COM/WATCH?V=Y4NWOZ02AJ
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Develop an Action Plan
How will I address the issue?
– Hire (the right people)
– Reassign tasks
– Set the “wrong” people free
What resources do I need?
– FTE approval
– Employee involvement / cooperation
– Executive Leader Support
When: Timeline
Technology
ASSESS
ANALYZE
Equipment
Age
Is what we have adequate (double screens,
scanners)
Software
Upgrades needed
User friendly – e-fax
Online Credentialing
New software needed
Support
Timely
Consider utilizing a “cloud” based software
Develop an Action Plan
How will I address the issue?
– Request new or additional equipment
– Upgrade current software or purchase new
What resources do I need?
– $$$$
– IT Support
– Executive Leader Support
When: Timeline
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Triple A Tool
1.
2.
3.
Assess
Judge the
quality
Analyze
Examine
in detail
Professionalism
Staffing
Vision
Act
Implement
an action plan
Technology
Write your proposal
– Vision Statement
– Assessment of each area
– Recommendation supported by data
– Conclusion
Write your proposal
– Seek input from colleague(s)
– Revise or rewrite as needed
– Share with Medical Staff Leaders for their
support
– Present through the proper channels
– Understand the review process and timeline
– Be grateful for any positive response,
regardless of how small
9
What if the answer is “NO”
– Sometimes a “no” is just about timing
– Ask for constructive criticism
– Regroup, Reassess, and Revise your strategy
– Don’t give up!
Learning Objectives
1. Understand the importance of leadership
2. Define and communicate the vision for your
Department and establish “Milestone Markers”
3. Identify the strengths and weaknesses of your
Department through the use of the Triple A Tool
(Assess, Analyze, Act)
4. Understand how to write an assessment and
proposal to obtain resources
THANK YOU
tboyce@kdhcd.org
10
OFFICE ASSESSMENT CHECK LIST
Professionalism of the office
Assess
Appearance
Customer Service
Atmosphere
Analyze
Action required
Yes/No
office furniture, cleanliness, clutter
smiles, greetings, phone etiquette
friendly, calm, welcoming or tense, anxious,
angry
Recommendation for Improvement, with timeline:
1. _________________________________________________________________________________
2. _________________________________________________________________________________
Staffing – is it adequate?
Assess
Appropriate coverage
Analyze
The right people on the bus
Temp Employees
Over time
Current employees, work and attitude
The right people in the right seat
Right tasks assigned to the right people
Action required
Yes/No
Recommendation for Improvement, with timeline:
1. _________________________________________________________________________________
2. _________________________________________________________________________________
Technology – do you have the tools you need to get the job done
Assess
Equipment
Software
Support
Analyze
Action required
Yes/No
Age, efficiency, more needed
upgrades current, meets future needs
adequate/timely, the Cloud
Recommendation for Improvement, with timeline:
1. _________________________________________________________________________________
2. _________________________________________________________________________________
1
OFFICE ASSESSMENT CHECK LIST
Medical Staff Office Processes
Assess
Analyze
Action required
Yes/No
Credentialing
OPPE
Meeting Management
Recommendation for Improvement, with timeline:
1. _________________________________________________________________________________
2. _________________________________________________________________________________
Future Projects
Assess
Analyze
Action required
Yes/No
Bylaws
Privilege Forms
Policies
Recommendation for Improvement, with timeline:
1. _________________________________________________________________________________
2. _________________________________________________________________________________
Other __________________________
Assess
Analyze
Action required
Yes/No
Recommendation for Improvement, with timeline:
1. _________________________________________________________________________________
2. _________________________________________________________________________________
2
Blake and Mouton Managerial Grid
This theory uses a grid with the horizontal axis representing the leader’s concern with the task, and the
vertical axis representing the leader’s concern with people.
Instructions
Complete the questionnaire and transfer your answers to the columns provided in the scoring section.
Next, total the scores in each column and multiply each total by 0.2. For example, if your first column
(people) answers read as: 5, 3, 4, 4, 3, 2, 5, 4, 3, your final score would be 33 x 0.2 = 6.6. This final score
is plotted along the vertical axis on the grid.
Now, total your score for the second column (task), and plot that score on the horizontal axis of the grid.
Finally, intersect the lines to determine your preferred style: authoritarian, impoverished, integrative,
compromising or country club.
Below is a list of statements about leadership behavior. Read each one carefully, then using the scale
below, decide the extent to which each statement applies to you. For best results, answer truthfully as
possible.
Never
0
1
Sometimes
2
3
4
Always
5
1.
I encourage team participation in decisions and try to use their suggestions.
2.
Nothing is more important than accomplishing a goal or task.
3.
I closely monitor schedules to ensure tasks and projects are completed on time.
4.
I enjoy coaching people in new tasks and procedures.
5.
The more challenging task is, the more I enjoy it.
6.
I encourage my employees to be creative about their job.
7.
When I see a complex task to completion, I verify every detail.
8.
I find it easy to carry out several complicated task at the same time.
9.
I enjoy reading about leadership, then putting what I've read in the practice.
10.
When correcting mistakes, I worry about jeopardizing relationships.
11.
I manage my time very efficiently.
12.
I enjoy explaining the details of a complex task or project to employees.
13.
Breaking large projects into small manageable tasks is second nature to me.
14.
Nothing is more important than building a great team.
15.
I enjoy analyzing problems.
16.
I honor other peoples’ boundaries.
17.
I am comfortable counseling employees to improve performance or behavior.
18.
I seek further training in my career and use new approaches I've learned.
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Blake and Mouton Managerial Grid
Scoring Section
After completing the questionnaire, transfer your answers to the spaces below.
People
Question score
1.
4.
6.
9.
10.
12.
14.
16.
17.
Total
Multiplied by 0.2 =
Task
Question score
2.
3.
5.
7.
8.
11.
13.
15.
18.
Total
Multiplied by 0.2 =
2
Blake and Mouton Managerial Grid
In this lesson, we will explore the Blake and Mouton Management Grid, an assessment tool used
by managers to determine their predominant leadership style.
The Two Behavior Dimensions
The x/y axis on the grid consist of two behavior dimensions, concern for people and concern for
production.Concern for people is the degree to which a leader considers the needs of employees
when deciding how tasks or jobs should be done. This can be personal or professional development.
This behavior dimension moves along the y-axis vertically from bottom to top of the grid.
Concern for production is the degree to which a leader emphasizes objectives and productivity
goals when deciding how tasks or jobs should be done. This can be rules, policies or performance
standards. This behavior dimension moves horizontally along the x-axis from left to right.
Five Leadership Styles
The grid is divided into five possible leadership styles:





Country club leader
Impoverished leader
Middle-of-the-road leader
Team leader
Produce or perish leader
Let's look at the behaviors of several different managers to gain a better understanding of the
managerial grid.
Country Club Leader
Dharma manages a few employees at Book Worms Bookstore. She is very concerned about how
employees feel. Dharma often covers shifts to cover for late or absent employees. She doesn't want
to overwork employees. This means that shelves are not always stacked with the newest novels.
Her employees are very happy at work. In fact, her employees even gave her a mug with the words
'World's Best Boss' printed on it. Dharma is a country club leader.
The country club leader has the most concern for people. This leader assumes that if employees
are happy, they will work hard. This leader's high interest in the needs and feelings of employees
affects productivity. With much of the focus on employee comfort, this leader finds it difficult to
punish an employee. As a result, the relationship between employee and leader is very casual, like
that of friends.
The country club leadership style is plotted at the top-left corner of the grid and shows the most
concern for people but the least concern for production.
Impoverished Leader
Melvin is the manager of night security at MayFlag Appliance Company. He manages a staff of three
security guards. Melvin has no plan for security rounds. Security guards wander the warehouse
without a clear plan. Melvin also has no plan for employee satisfaction. He does not give
compliments or offer assistance to employees. As a result, Melvin's employees are confused about
their job and find no joy in coming to work. Melvin is an impoverished leader.
The impoverished leader has the least concern for people and for production. This leader has no
system of getting work done, nor is the work environment satisfying or motivating for employees.
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Blake and Mouton Managerial Grid
This leader's low interest in the work and the work environment results in disorganized work,
dissatisfied employees and a lack of harmony.
The impoverished leadership style is plotted at the bottom-left corner of the grid and shows the least
concern for production and for people.
Middle-of-the-Road Leader
Brandy is the bar manager at Chip's Cocktail Lounge. Brandy directs the bar staff to do their jobs
and pays them weekly for their services. She does not push them to upsell drinks or to clean when
they are not busy. She does not offer additional training or opportunities to attend bartending
contests or events. Guests get their drinks on time alright, but no small talk is exchanged. As a
result, her employees are neither satisfied nor dissatisfied with their jobs, and their performance is
average. Brandy is a middle-of-the-road leader.
The middle-of-the-road leader has a balanced concern for both production and people. This leader
settles for average performance from employees. This leader's balanced interest results in mediocre
production and employee satisfaction.
The middle-of-the-road leadership style is plotted in the center of the grid and shows balanced
concern for production and people.
Team Leader
Trevor is the manager of On-Time Dry Cleaning. Trevor has a staff of five employees. Trevor
requires employees to wash and iron hundreds of shirts a day. He sets high standards for his
employees and rewards them with incentives for getting the work done on time. He makes sure each
of his employees has cold water to drink while working. He even gives employees breaks throughout
the day. But the wash must get done - and on-time. He accomplishes this by setting production
goals and works with employees to be sure all of their needs are met. Trevor is a team leader.
The team leader stresses high production and employee satisfaction equally. This leader stresses
high production by employees and believes employees who are satisfied will be committed to high
production. High trust levels on the part of both the leader and the employee lead to high employee
satisfaction and production.
The team leadership style is plotted at the top-right corner of the grid and stresses high production
from employees.
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