Social Medicine and Medical Ethics · MU Plovdiv

50. Health management. Governance. Management of financial resources. Management of the organizational change.

Inside: 5 sections · 15 flashcards · 9 min

Topic 79 of 80 in the MU Plovdiv syllabus for Social Medicine and Medical Ethics (Medicine, Years 2 and 3). The free AceMed note covers it in 5 sections, about 1,326 words (9 min of reading), with 15 flashcards.

In this note

  1. Introduction
  2. Health management and governance
  3. The team
  4. Management of financial resources
  5. Management of organisational change

Introduction

This topic covers how a health manager governs an organisation: the management styles, the leader and the team that assures the success of management, the evolution of a team, the management of financial resources by cost-benefit analysis, and the management of organisational change (types of change, barriers and ways to overcome them).

Health management and governance

Definition

  • Regulation of a system by decreasing its entropy (chaos, uncertainty).
  • A methodical and systematic control and improvement of business processes to achieve predetermined objectives.

Roles of the health manager

  • Is given the power to impact purposefully on the health care organisation.
  • Guides the activities of the health personnel.
  • Is responsible for the adequate utilisation of the resources of the health care organisation.
  • Is responsible for the results of the activities of the organisation.
  • Is competent and trained to direct the health resources: organisational, personal and financial.

See also topic 49 (health management, human resources).

Styles of management (governance)

The style of management reflects the typical behaviour and attitude of the manager towards his personnel during the process of taking decisions. It is based on the character and attitude of the manager.

  • Autocratic: the manager takes the decision personally and announces it like an incontestable fact. E.g. emergency department.
  • Advisory: the manager presents his opinion and expects comments and different points of view from his subordinates in order to take a better decision. E.g. surgery.
  • Concerned: the manager presents a project for a decision and asks for suggestions for the final decision. E.g. internal medicine/paediatrics.
  • Democratic: the manager gives an outline of the task and invites the working groups to reason their decisions.
  • Self-regulating: the manager allows his subordinates to act freely in order to achieve a common aim.

Leader

  • The central person in the informal structure is the leader.
  • He is not appointed and does not have an official position in power.
  • His managerial functions are based on mutual attraction, agreement and consensus with the members of the informal structure.

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