Health Care Management

As a general rule, managers of health care organizations exists within a unique professional culture (Seidel, Seavey, & Lewis, 1989, p. 10). They are, of course, first and foremost, managers; they are educated and socialized to think, act, and talk like managers. However, unlike managers in other industrial sectors, they are distinguished by an education that privileges the appreciation of differences between needs, demands, and wants and the necessity of responding to all three (Seidel, Seavey, & Lewis, 1989, p. 10). They must appreciate the ethical and professional requirements and results of their actions and incorporate the often sizeable implications of discounting either (Seidel, Seavey, & Lewis, 1989, p. 10).

Most theorists discuss effective management skills by focusing on three basic concepts. The first is the management role, i.e, management's behavior in an organization (Taylor, 1994, p. 20). The second is the management function or the varying tasks performed by managers. The third concept is management style, the way the roles or functions delineated above are carried out (Taylor, 1994, p. 20). Generally, these three concepts encapsulate the factors needed for effective management in virtually all organizations.

These three managerial functions are then incorporated into the organizational design of the health care organization. For the organization to be truly efficient and effective, the manager

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g meetings are handled, and also how follow-up and subsequent performance appraisals are treated, more or less of an impact may be made on "people" variables, such as motivation, cooperation, communication, and supportive interpersonal relations (Wieland, 1981, p. 233). Because the MBO system is such an important concept in management, several managers, consultants, and academics have analyzed the system for its strengths and weaknesses--a practice that is invaluable for evaluating objective-setting systems and for virtually every complex decision (Boissoneau, 1986, p. 26). References American Hospital Publishing. (1992). Total Quality Management: The health care pioneers. Palacio: American Hospital Publishing. Boissoneau, R. (1986). Health care organization and development. Rockville, Maryland: Aspen Systems Corp. Boss, R. Organization development in health care. Reading, Mass.: Addison-Wesley Publishing Co. Brown, M. (1992). Health care management: Strategy, structure and process. Gaithersburg, Maryland: Aspen Publishers, Inc. Charns, M., and Schaffer, M. (1983). Health care organizations: A model for management. New Jersey: Prentice Hall. Levy, S. (1992). Hospital leadership and accountabi
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Some common words found in the essay are:
Charns Schaffer, Hospital Association, Hospital Publishing, Seavey Lewis, CQI Nonetheless, Spirn Benfer, health care, Corp Wieland, Industrial Revolution, Christopher Wilson, Co Brown, charns schaffer 1983, charns schaffer, schaffer 1983, brown 1992, total quality, quality management, total quality management, american hospital, maryland aspen, organization development, american hospital publishing, classical theory, health care management, health administration press,
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Approximate Pages = 12 (250 words per page)