+1 862 207 3288 You are considering the possibility of operating a small business or practice in some activity related to health care, as either a provider of some kind of care or as a service intended to support various provider organizations in their care-delivery activities.
First, describe the kind of entity you would be establishing by stating the service or services you propose to deliver and the kinds of clients or customers you would be serving.
Next, write a paragraph offering compelling reasons for your proposed venture, explaining why you believe it is needed and by whom it is needed. Incorporate in this narrative a description of the kind and extent of competition you might face in your intended service area and how your services would be sufficiently different to enable you to compete successfully.
Develop a crude estimate of how much money you will require to become established in business and up and running, and state how you would consider trying to finance your venture.
Finally create a rough outline of your business plan, describing each step in the plan and stating the purpose of each step.
The Middle Manager and Documentation of Critical Management Processes
Summary
Address the responsibilities of middle managers in developing comprehensive management documents, including the strategic plan, annual report and others including the due-diligence review, and review the reasons for their preparation and consider their importance to the organization and to the individual manager.
Objectives:
Chapter 8- The Middle Manager and Documentation of Critical Management Process
9
Examine the essential elements of the strategic plan and its importance to the organization
Assignment
9.1
Identify the special considerations related to the development of a business plan
Assignment
9.2
Create an outline of a business plan
Assignment
9.3
Identify the special considerations relating to due diligence review reports
Assignment
9.4
Provide examples of suggested working of critical documents
Assignment
Key Terms/Concepts
•Strategic planning – the process of determining long-term objectives along with the strategies for accomplishing them; the activities and objectives lead to action today and require an appreciation of what the outcomes should be in the future.
•Annual report — a detailed summary of the organization’s efforts throughout the designated fiscal year, reflecting the annual plan which was derived from the long range master plan.
•Development officer – individual designated to coordinate project proposals, monitor funding availability and initiate contacts with potential donors.
•Business plan — foundational document detailing the purpose of a proposed business, describing its products or services and its potential clientele, and providing forecasts of revenue and expenses; often used in the effort to secure funding for a venture.
•Due diligence review (DDR) — intense review of legal and financial matters intended to prevent undue harm to either party to either of the parties considering involvement in an arrangement with significant legal and financial implications.
#40
The Employee Retention Committee
Background
General Hospital has an administrative committee known as the Employee Retention Committee. This group’s role is to address issues having a bearing on turnover, with a stated goal of reducing undesirable turnover and thus enhancing retention. The committee consists of the following personnel:
•Dave Andrews, an administrative assistant who inherited chairmanship of this committee upon entering his position with the hospital. He called the present meeting about 10 days earlier, having notified two of the others by telephone and two in person.
•Harriet Roberts, the hospital’s employment manager.
•John Dawson, a staff nurse in the intensive care unit.
•Alice Morey, director of food service.
•Arthur Wilson, staff physical therapist.
The meeting was scheduled for 1:00 p.m. in Andrews’ office. Andrews returned from lunch at 1:08 to find Roberts and Wilson already there. At 1:12 Dawson entered and Andrews said, “I’d like to get started, but where’s Alice?”
Somebody responded, “Don’t know.”
Andrews dialed a number and received no answer. He then dialed the call center and asked for a page. A moment later a call came in.
Turning from the telephone, Andrews said to the rest of the group, “She forgot. She’ll be here in a minute.”
“Dave, I wish you had a larger office or a better place to meet,” said Dawson. “I don’t know how we’re going to fit another person in here.”
“I know it’s small,” Andrews answered, “but both conference rooms are in use and I couldn’t find another place. Say, holler out to Susan and tell her to find another chair—we’ll need it.”
Wilson said, “Dave, can you open your window a little? It’s already stuffy in here.”
Dave opened the window a few inches. Just then Alice Morey arrived, squeezing into the office with the extra chair that had just been located. It was 1:18 p.m.
Andrews said, “I guess we can get started now.” He shuffled through a stack of papers and said, “I’ve got a copy, if I can—oh, here it is—of a recent turnover survey done by the human resource directors in the region.” He looked at Roberts and said, “I assume you have this?”
“Yes, there’s a copy in my office. But I didn’t know I needed to bring it.”
Andrews said, “Well, I think that from this we can assume—”
Dawson interrupted, “Dave, wouldn’t it be better if we could all see it? Then you could go through it point by point.”
Andrews said, “I guess you’re right. I have just this copy.” He turned toward the door and called out as he waved the document, “Susan, I need four copies of this. Right now, please.”
Turning back to his pile of papers Dave said to the group, “The last time we got together there were a number of things we decided to look for. I don’t remember just what we assigned to whom, but I’ve got it here somewhere.” For a half-minute or so he leafed through the papers before him, then he turned to his desk and began to leaf through folders in the file drawer.
While Dave was looking, Morey turned to Roberts and said, “Say, what have you been doing about finding that new dietician we need? You’ve been dragging your feet on the employment requisition for three weeks and Elaine is leaving in another week and we still haven’t had any candidates to interview.”
Roberts responded. Her sharp tone sparked a defensive reaction and a lively discussion ensued.
Andrews located the paper he was seeking and Susan returned with the requested copies. Andrews distributed the copies and fixed his attention on Morey and Roberts as he waited for an opening in their discussion. At 1:32 the group returned to the subject of employee turnover.
“Now, about this regional survey,” Andrews began.
Wilson said, “What about the survey? I thought you wanted to start with the things we agreed to do the last time we met.”
“Who cares,” said Roberts, “let’s just get started.”
Dawson looked at his watch and said, “Let’s get started and finished. I have an ICU staff meeting at 2:00.”
The meeting settled down to a discussion of the regional survey and the preliminary information each person had gathered since the previous meeting. At exactly two minutes before 2:00 Dawson excused himself to attend his staff meeting. At 2:08 Morey was called over the paging system; she left the meeting and did not return.
At 2:12 Andrews said he felt they had tentatively decided on their next step but required some input from the two parties who had already left. He then started to excuse the other two with the suggestion that they get together again after two weeks, but his telephone rang and he answered it himself, his usual practice, and talked some four or five minutes before returning his attention to the two remaining in his office. He said, “I guess that’s it for now. I’ll set a time for the next meeting and let you know.”
When the last of the participants left, Andrews called Susan to remove the extra chair. As she did so he reflected gloomily on how difficult it was to get anything substantive out of a committee in this organization.
Instructions
1. Perform a detailed critique of the Employee Retention Committee meeting. List the occurrences or omissions that you believe indicate faulty committee practice, and state why you believe so and what should have been done differently.
2. Comment on the composition and membership of the Employee Retention Committee, and indicate how you would structure and position such a committee and how you would thoroughly describe its mission, purpose, or charge.
Module .Committees and Teams
Summary
Provide familiarization with various forms of committees and other group endeavors and their uses, abuses, advantages, and disadvantages, and examine the concept of the employee team as a special form of committee arising from the adoption of certain modern management processes.
Students should leave this chapter understanding the various forms of committees and when and how they are used, and should be especially aware that the first issue to be considered when the possibility of a committee or team is suggested is whether a group is necessary at all.
Objectives:
Chapter 9- Committees and Teams
10
Differentiate among committees, standing as well as as hoc, and plural executives and tasks forces
Assignment
Discussion
10.1
Describe the generally accepted purposes and uses of committees
Assignment
Discussion
10.2
Provide guidelines for ensuring committee effectiveness
Assignment
Discussion
10.3
Provide guidance for creating and preserving documentation of a committee’s formal proceedings
Assignment
Discussion
11
Examine the modern management phenomenon of the employee team ( in a number of possible forms) as a special case of the committee
Assignment
Discussion
Key Terms/Concepts
* Diffusion of responsibility – this characteristic of action by committee can be seen as both an advantage and disadvantage, depending on individual perspective. One positive view is that in becoming responsible for a certain result a group of people have acted in a way that focused multiple minds on the issue or problem. One negative view might hold that group responsibility is no more than “spreading the blame” such that no single individual can be held accountable.
* Committee or meeting necessity – the initial question to be addressed before a committee is established and its form is chosen should be one of necessity: Is this committee absolutely necessary? Only once this question is answered honestly in the affirmative should committee formation proceed.
Committee size – there is no single number or narrow range of numbers indicating the ideal size of a committee. Size depends on the mission of the committee. Some effective committees might be as small as two or three working members, while some committees might include 25 to 30 members. Size, however, has a definite effect on committee operations in that the larger the committee the more complex committee operation becomes. Once a committee exceeds a size of about six to eight members, communication and coordination problems visibly multiply.
