Health Care Administration Foundations and Components

1. Health Care Administration Foundations and Components

2. CREATIVITY • A working definition of creativity: A company is creative when its employees do something new and potentially useful without being directly shown or taught." • The results of creativity in companies are improvements (changes to what is already done) and innovations (entirely new activities for the company).

3. Elements of Corporate Creativity •  Alignment • Self-initiated activity • Unofficial activity • Serendipity • Diverse stimuli • Within-company communication. (Robinson and Stern, 1998)

4. HEALTH CARE ADMINISTRATION • Set of management practices and procedures where health care services are conceptualized, planned, delivered, evaluated and reinvented • To assist individuals, families and communities to prevent disease and promote healthful living.

5. Systems Thinking • A system is a set of interacting elements that acquires inputs, transforms them, and discharges outputs.

6. Open System • Consumes resources and it exports resources. • Example: public health school immunization program (4 step process)

7. INPUT

8. Throughput

9. Output

10. Feedback

11. Closed System • an isolated system having no interaction with an environment

12. a system whose behavior is entirely explainable from within, a system without input. Systems may be variously closed to matter/ENERGY, to information, and/or to organization.

13. Systems closed to energy are autark, • systems closed to information are independent, and • systems closed to organization are autonomous (seeautonomy).

14. Biological organisms are largely closed to organization, the latter being specified by the dna at the point of inception. • The output has nothing to do with whether a system is closed. • Systems without output are non-knowable through observation from the outside. (Krippendorff)

15. EVOLUTION OF MANAGEMENT THOUGHT • We need to know where we have been in order to determine where we are to go

16. Pre-Industrial Age (roughly up to the early or mid-19th century) •  most commerce was still one of individual or small group effort, management was focused in public organizations (especially the military) and in nonprofit organizations (primarily the church) -- only those institutions were large enough to be concerned about the movement of large groups of people and large amounts of material toward a specific goal or goals.

17. Early Industrial Age (roughly the mid- to late 19th century) • beginning of collective effort to produce profits, primarily the result of the use of new forms of energy, particularly steam energy.  • production becomes more a collective effort, especially as factories replace cottage industry and craft guilds. Management begins to be seen as a theory, though not yet as a discipline.

18. Mid-Industrial Age(roughly the mid-19th century to the early 20th century) • Management theory, previously a subset of economics, psychology and sociology, evolves as a separate discipline.  • Management theory is dominated by "Classical Management," with its focus on hierarchical structure, and "Scientific Management," with its focus on measurement.

19. Late Industrial Age(basically, post World War I to the present) • Many theories are developed during this time period, e.g., human relations, Total Quality Management, systems theory, critical path, etc.  • Earlier theories during this period focused on employees as motivated individuals, not just as cogs in a wheel.  • Later theories were directed more toward the relationships among components in organizations. However, the focus of these theories remained primarily within the organization.

20. Information Age(roughly the 1990s to the present) • theories are focused on the relationship between organizations (singularly and in multiple numbers) and their environment in the broadest sense of that term.  • focus is more on the role that information plays in organizations, "corporate citizenship," and the increasing globalization of commerce and inter organizational activity.  • these schools of thought best be symbolized by "chaos theory," which (as a gross oversimplification) holds that the flapping of the wings of a single butterfly relates to the movement of air currents that cause changes in weather."

21. THE HEALTH CARE INDUSTRY AND ITS ORIGINS • religious orders, nuns in particular, provided health care to travelers. Members of these orders in abbeys and other walled fortresses took care of those injured in battle, and • botanists and herbalists provided medicinal therapeutics to those ill and infirm. • physicians later assumed roles in health care that had been provided by lay midwives, barbers and herbalists.

22. Florence Nightingale • British noblewoman who worked in the Crimean War • heralded as a leading force in the reform of hospital standards of cleanliness, care and overall compassionate nursing.

23. What is systems theory and how can it be applied to the field of health care administration?

24. How do the four themes from Mann & Gotz' Overview (i.e., individualism, pragmatism, free enterprise system and professional management) relate to the health care industry?

25. Individualism • Pg 5 Mann & Gotz

26. Pragmatism • Pg 14 Mann & Gotz • Methods of inquiry based on experience

27. Free Enterprise System • Pg 19 Mann and Gotz • In the US, this sytem combines free market pricing and competition with a strong emphasis on property rights and the ability of individuals to accumulate and invest capital.

28. Professional Management • Pg 24 Mann and Gotz • What is professionalism? • What is a health care professional manager?

29. Do health services managers carry out "classical" management functions?

30. What features of the health care industry do its various components have in common and what features differ? Is there an overall theme to the components of the health care industry?

31. Assignment Next Week • APA Review due next week. Accesses through WebTycho. • Please let me know if you have any trouble accessing it.