Healthcare management is an essential component of the healthcare sector that ensures that all technical functions and activities are adequately conducted and correlated. This is usually with a focus on achieving the specific objectives of the healthcare organization that the management has authority over. Based on this, six functions can be identified for healthcare managers; planning, organizing, staffing, controlling, directing, and decision making. Each of these functions is distinct in its way as it addresses a specific component of the healthcare organization.
Healthcare managers are expected to be engaged in planning, which is a function that requires managers to set the direction and identify the needs that have to be satisfied with the healthcare organization. It is the first step in any healthcare process and requires the healthcare manager to set priorities and determine performance targets (Hans et al., 2012). For example, managers have to take part in resource planning, which involves activities such as identifying the quantity of beds and doctors required along with the number of healthcare providers (both physicians and nurses) that are needed. The proper planning by healthcare managers allows healthcare organizations to be prepared in all situations.
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Organizing is a management function that refers to establishing the general design or structure of the organization, followed by the proper allocation of resources based on this design (Guo, 2003). Hence, while planning involves identifying existing organizational needs, organizing consists in detailing the ways in which these needs will be met. The structure of the healthcare organization is a framework through which there is a coordination of effort. Hence, in organizing, the healthcare manager has to complete tasks such as designing individual jobs and determining what responsibilities each job will require.
The third managerial function is staffing and can be defined as the acquisition and retention of human resources. Human resources, which includes healthcare providers, administrative staff, and other employees, are a necessary component for healthcare organizations to be functional (Guo, 2003). For staffing, unlike other functions, the focus is placed entirely on individuals and their labor as related to existing organizational objectives. In this function, healthcare managers have to continually ensure that the organization has the right employees in the right positions. This is an essential function as healthcare managers always have to be aware of any changes in the employment landscape.
Healthcare managers also have to control all aspects of their organizations. The controlling function involves the monitoring of staff activities and performance. Based on the results of this form of monitoring, the appropriate actions are then taken to correct any deficiencies and ensure that performance is enhanced (Hans et al., 2012). Controlling requires that healthcare managers make an examination of objects in a way that can be measured. This function is unique as its focus is on the reduction of any risks involved in the performance of the organization. Healthcare managers gain the ability to react to any problems more efficiently.
Directing is the fifth function of healthcare management. This function focuses on the initiation of action within a firm through the establishment of effective leadership and communication with employees (Guo, 2003). In this function, the manager is primarily interested in ensuring productivity in the organization is increasing as opposed to decreasing. It is embedded in human interactions between the healthcare manager and their subordinates and the form of relationship that they form. It is strongly linked to leadership within the organization.
The last function is decision-making. This function is significant to all the other management functions and involves making practical decisions based on existing benefits and drawbacks. Healthcare managers have to engage in decision-making in aspects such as treatments, budget impact, and reimbursements (Hans et al., 2012). When making decisions, healthcare managers have to consider all the available information and the different components of existing alternatives. Hence, this function is incredibly crucial as it acts as a guideline for the rest of the healthcare management functions.
High Performance
One of the many roles of healthcare management is the achievement of high performance. In this role, there are several steps that a healthcare manager can take to ensure that the organization exhibits high performance. One of these steps is the establishment of clear goals and objectives. Goals and objective acts as the ultimate endpoints for organizational activities and act as a reflection of the operational and strategy direct for the organization. By establishing clear goals and objectives, the needs of the organization concerning these goals and resources required can then be easily identified (Ghazisaeidi et al., 2015). Healthcare managers can then engage in proper communication and discussions of these goals and objectives with employees and build momentum for their achievement.
Another way that healthcare managers can ensure high performance within the organization is through clear communication with the involved stakeholders on expected performance and existing measures. As leaders, healthcare managers are responsible for actively informing their subordinates on organizational activities. For any changes to be made towards increased performance, healthcare managers should have the ability to transform the beliefs and opinions of healthcare workers within the organization. This creates a need for clear communication between the manager and their employees. Through clear communication, an open environment can be created through which employees can clearly express their beliefs. This will support the easy determination of reasons for the deviation, and corrective action can be taken. Hence, healthcare managers should invest in the establishment of clear goals and their clear communication with employees.
References
Ghazisaeidi, M., Safdari, R., Torabi, M., Mirzaee, M., Farzi, J., & Goodini, A. (2015). Development of performance dashboards in healthcare sector: key practical issues. Acta Informatica Medica , 23 (5), 317.
Guo, K. L. (2003). A study of the skills and roles of senior-level health care managers.
Hans, E. W., Van Houdenhoven, M., & Hulshof, P. J. (2012). A framework for healthcare planning and control. In Handbook of healthcare system scheduling (pp. 303-320). Springer, Boston, MA.
