BETHESDA HOSPITAL 9
Thefunctions of the management are the core activities that define themanagerial role in a business context. Planning is the decision madeby the business and the methods and goals to achieve them. Organizinginvolves determining the viable allocation of resources or people.Leadership, on the other hand, involves supervising, instructing andmotivating workers assigned to the activities. Controlling involvesanalyzing the metrics that are used during the business activities toidentify areas for improvement and enhance task completion. One majorchallenge to the management is that has littlecontrol over their doctors. Doctors play an imperative role in thehospital. is well managed that is prepared forprofitability. Nevertheless, there are management flaws that willlimit revenues. The paper aims to describe the four managerialfunctions of . The four functions of managementinclude organizing, planning, controlling and leading.
BethesdaHospital is an acute self-regulating specialist and surgicalpalliative care hospital. It is situated on the shores of Perth`sSwan River. The hospital has 20-day procedure bed and 68 overnightbeds, seven states of art facilities and operating theaters. Thehospital presents an array of onsite services and clinicalspecialists who ensures that the exceptional tradition in patientcare is maintained. Commitment to offering the highest standards ofspecialized care is the top priority of the hospital. Bethesda is along term acute care wing that presents incorporated programs forpatients whose injuries, or illness has long term effects. Thehospital offers care for spiritual, social, spiritual, emotional andphysical needs of the patient(Bethesda).
Theplanning feature for Bethesda involves chalking out the future courseof acting and making decisions in advance for achieving thepre-determined goals. The management decides in advance what shouldbe done, how to do it and when to do it. Planning in thisorganization bridges the gap between the Hospital`s current positionand where the hospital wants to be. It involves decision-making andproblem-solving. Therefore, the management systematically thinksabout the means and the ways of accomplishing the predetermined goals(Daft & Marcic, 2010).
Bethesdadefines goals by working closely with the physician to ensure properprotocols for a diverse range of disease management. The managerialteam assists in achieving the highest functional level possible. Thehospital implement innovation and vision through building awarenesson its goals and implement and communicate the improvement andsolution opportunities to ensure that the goals are achieved. Themanagement team collaborates with one team to enhance, build andmaintain the interpersonal relationships with the stakeholders toachieve their aims. The organization delivers the highest qualityexperience in healthcare by embracing Christian based values.
Thehospital has set goals by creating an environment of togetherness andunit, demonstrating trust and honesty and acknowledging the value anduniqueness of every person. sets goals annuallyafter doing an extensive review of the hospital. The organizationthen confirms the business strategies and corporate objectives neededfor the hospital to achieve sustainability. The management commits tothe growth strategy by including the expansion of theater toestablish long-term hospital viability(healtheast, 2016).
Leadershipis the function of control that actuates the methods of theorganization to work efficiently in achieving the purposes of theorganization. Bethesda management is responsible for directing.Directing is the aspect which deals with guiding, influencing,motivating, supervising and subordinating to achieve the goals of thehospital. The management oversees the work of the subordinate(Epstein& Manzoni, 2010).Furthermore, their leadership is centered on philanthropy for thecommunity hospital. The management styles of the hospital involvesupervision, motivation, and communication. Supervision is theoverseeing of subordinate`s work by the superiors. Motivation meansthat the subordinates are inspired to work with zeal. Communicationentails passing experiences, information, and opinion. Bethesda(Bethesda).
ProfessorYamin Naglazas is the CEO and an executive director. Yasmin has anextensive experience in the restructuring of business and large-scalereform of organization focusing on business diversification orgrowth. She takes the responsibility of offering strategic leadershipfor the organization, developing the organizational capacity forfuture growth, establishing a framework to undertake strategy whileemphasizing on sustainability and ongoing viability, culture andstrengthening and maintaining the brand and Mission of BethesdaHospital. Her management style includes reporting to the board onclinical and corporate governance, strategic risk and is responsiblefor future diversification and development options to meet long-termorganization viability and community needs(Bethesda).
MichaelBuck master is the executive manager of corporate and financeservices. He joined Bethesda in March 2016 bringing 25 yearsexperience having worked both locally and internationally. Hismanagement style is derived from aged care, health and disabilityservices. He reports directly to the chief executive officer andtakes responsibility for working with both the executive team and thechief executive officer on the strategic significance of BethesdaHospital. His management style is to manage and lead the corporateand finance service operations and all the planning related tobusiness services. He also works as chief executive officer to ensurethat financial governance and stewardship arrangements are in placeto meet their financial performance imperatives and targets. Hebrings strong business partnering, strategic thinking and influencingskills, risk management, negotiation, financial management, contractmanagement, expertise and corporate governance in project managementsystem and improvement of process across a diverse range of issues(Huber,2013).
Organizingdescribes bringing the financial, physical and human resourcetogether and developing a productive correlation among the managementteam for achieving their organization goals. For Bethesda, toorganize a business is to present it with useful resources such ascapital, tools, raw materials and personnel. The management teamdetermines and provides both human and non-human resources to theorganization. It involves classifying and identifying activities, adelegation of authority, and assignment of duties and creation ofresponsibilities and coordinating accountability and authorityrelationship(Daft & Marcic, 2010).
Theongoing success is reliant on operating to the highest level ofefficiency, running a lean overhead and comprehending the revenueopportunities and cost drivers. The future success is reliant onpartnership. The staff, managers, and board of directors bear theworkload of ensuring that revenue growth is achieving, and theoverheads are defrayed. The type of tasks to be performed isdependent on strategic goals.
Tasksto be accomplished (Bethesda)
Provide strategic leadership for the organization, establishing overall framework, develop organizational capacity for future growth and strengthening and maintaining the brand and mission of the hospital
CEO and executive director
Daily running of the clinical aspects of the hospital, input into strategic planning for growth, consolidation, and expansion
Executive Manager, support, and clinical services
Manage and leads the corporate and finance service operations to ensure financial stewardship and arrangement of governance
Executive manager, departmental and financial services
Financial management (forecasts, budget variances and cash flow, margin and cost analysis)
Manage business development and strategic communication and integration of services, tactical and policy matters about cost benefits
ThePrinciple method of monitoring the performance of includes third part inspection public satisfaction regulatoryinspection and statistical indicators. The evidence of theirmeasurement strategies is dependent on several variables inclusive oftheir purpose. Control is used to monitor the requirement for thesafety of personnel and patients. Surveys address what is valued bythe general public and patients. Third party assessment is inclusiveof the measurement by peer review, by standards or by accreditationprograms (Epstein & Manzoni, 2010).
Statisticalindicators can propose issues of quality improvement, performancemanagement, and further scrutiny. The system for monitoring theperformance of the hospital is published in the regional and nationalplan for production and quality management. The hospital hasstatutory inspectorate to monitor compliance. The corrective behaviorbetween planned and actual results includes control performanceespecially when the costs are higher than expected. The action of themanagement includes bringing the costs back into line. Theperformance of the managers is then judged if the budget is not met(Epstein & Manzoni, 2010).
Themethod for budget process and performance review includes gatheringforecast data: Prediction about subsequent year sale’s quantitiesand the prices that are to be made. From a budget committee: Thiscommittee has a representative from the first practical areas of. The board is required since it is not possiblethat a single person will get all data available. From realisticbudgets: Production, sales, advertising, purchasing, wages, etc.Identify limiting factor or principle budget: The factor limitslarger profits from being made. It might include raw materialavailability, sales volume, and the number of workers or machinetime. The whole budget has to be balanced to the factor of the firstbudget. Create a master budget: planned statement, cash flow budget,and budget income statement.
Thedifferent functions of the management are the necessary activitiesthat define the role of the Directorate. Planning, organizing,leadership and controlling are the four functions of Bethesdamanagement. has a complicated organizationalstructure, elaborate coordination system, large labor division,social interactions and functions. The hospital is composed of manydepartments. One major challenge to the management is that BethesdaHospital has little control over their doctors. The hospital hasachieved in planning for their future and the course of action to betaken. In planning, the hospital has continued to build on awarenessand implement their invention and innovation. Bethesda defines goalsby working closely with the physician to ensure proper protocols fora diverse range of disease management(Daft & Marcic, 2010).
Bethesdahas a well-coordinated management. Nevertheless, the carecoordination program should be reframed in planning. Also, as part oftheir plan shortly, they should employ more staff. Furthermore,their leadership is centered on philanthropy for the communityhospital. The management styles of the hospital involve supervision,motivation, and communication. Theongoing success is reliant on operating to the highest level ofefficiency, running a lean overhead and comprehending the revenueopportunities and cost drivers.
Thefuture success is reliant on partnership. The staff, managers, andboard of directors bears the workload of ensuring that revenue growthis achieving, and the overheads are defrayed. Bethesda has been ableto monitor the performance throughthird part inspection, public satisfaction, regulatory inspection andstatistical indicators. The corrective behavior between planned andactual results includes control performance, particularly when thecosts are higher than expected
Bethesda.(n.d.). HospitalManagement Committee (HMC).Retrieved June 10, 2016, from Bethesda Healthcare:http://www.bethesda.asn.au/HospitalManagementCommittee.aspx
Daft,R., & Marcic, D. (2010). UnderstandingManagement.Cengage Learning.
healtheast.(2016). CaseStudy, : Optimizing the System of CARE With aLong-term Acute Care Hospital.Retrieved June 10, 2016, from health.org:https://www.healtheast.org/images/stories/Bethesda/Sg2-case-study.pdf.
Conkright,T. A. (2015). Using the Four Functions of Management for SustainableEmployee Engagement. PerformanceImprovement, 54(8),15-21.
Epstein,M. J., & Manzoni, J. F. (2010). Performancemeasurement and management control: innovative concepts andpractices.Emerald Group Publishing
Huber,D. (2013). Leadershipand nursing care management.Elsevier Health Sciences