Management in Healthcare

Managementin Healthcare

Managementin Healthcare

Managementrefers to the organization process a business uses to attain itsobjectives and goals. Achieving business objectives is quite achallenge as it involves mobilizing human resources, as well as otherbusiness’ non-human resources. The manager supervises employees toreach a sequel of related objectives with the intention ofaccomplishing organizational aims. On the other hand, leadership isan innate or learned ability for guiding other people to develop andachieve their planned goals. Leaders advice the followers on suitablestrategies they can use to achieve given goals. In addition, theyprovide a conducive environment that followers can comfortablyoperate in during the process of accomplishing planned objectives.The aim of this essay is identifying significant management andleadership schemes and personalities managers operating in amulticultural, and multidisciplinary healthcare environment need toachieve efficiency in an institution. Efficient management inmulticultural and multidisciplinary health care settings ischallenging because a manager would be guiding people with varyingbackgrounds, skills, and cultural values. This implies that theleader would require integrating various leadership approaches inorder to suit the changing needs of the staff.

Thepaper will focus on evaluating competent management techniques inmulticultural and multidisciplinary clinical settings as the businessenvironment is challenging and require flexible managementtechniques. The essay will use a manager’s point of view inanalyzing the motivation for using certain leadership theories withparticular persons. The scope of the paper would involve identifyingparticular management and leadership principles necessary for amanager to steer a multicultural and multidisciplinary healthcaresector to the success. The scope is essential as efficient managementand leadership capacities are valuable to achieve excellent workingrelations. In addition, it provides educative information forimproving performance of an organization.



Variedleadership and management characteristics and philosophies areessential for supervising a multidisciplinary and multiculturalhealth care institution in order to enhance organizationalefficiency.

B.Pertinent leadership traits in multicultural and multidisciplinaryhealthcare environment

Efficientleadership in multicultural and multidisciplinary work environment ischallenging since managers should handle various employeesdifferently. This section will focus on analyzing primary traits thatsuccessful managers working in multidisciplinary health settingsapply to achieve success.

1.Results oriented – the personality is important when managers isdealing with skilled staff working with patients suffering fromchronic diseases, mental healthcare, and surgical branches. Since theemployees are professionals in their respective fields, the managerevaluates their efficiency through their results instead of directingthem.

2.Customer focused – the manager listens and implements improvementspatients, researchers, and the junior staff recommends for enhancingwork environment efficiency.

3.Strategically focused – identifies goals that given employees ordepartment is supposed to accomplish.

4.Visionary management – managers develop long-term goals andstrategies for accomplishing the ambitions

5.Perfect Conflict Manager – leaders have effective skills forpreventing unnecessary disagreements among employees

6.Efficient in delegating duties – allocates responsibilities toother employees instead of doing work themselves

7.Efficient communicator – transfers goals and objectives to thestaff efficiently through open communication

C.LeadershipTheories Applicable In Multidisciplinary Healthcare Settings

1.Laissez-Faire – leadership method used with highly experiencedworkers. The leader rarely corresponds or directs the workers becausethey can operate efficiently without supervision. It is suitable forprivate proprietors that have hired a board of directors to managehealthcare organization

2.Autocratic – leaders make all the major decisions withoutconsulting others. This approach is common when one person has higherprofessional skills, such as a nurse and a doctor

3.Participative – leadership is decentralized as the supervisorconsults the employees before making the final decision.

4.Transactional – leaders give either incentives to reward excellentperformance or punishment to poor achievement. The strategyencourages the staff to work harder towards accomplishing theirgoals.

5.Transformational – managers communicate high-end strategies foraccomplishing great success to the employees


Managersuse these theories to enhance productivity and performance.

1.Systems theory- focuses on understanding a healthcare organizationoperation system and other key management science. Besides, it aimsat controlling, organizing, planning and motivating.

2.Chaos theory – the philosophy identifies that the change isunstoppable in an organization. The management of the organizationcan control some events, but some changes will occur automaticallyover time. This implies that efficient managers have to develop andadjust their management skills occasionally.

3.Contingency theory – the philosophy claims that managers makevarying decisions to suit given situations instead of making generaldecisions to satisfy the entire employees. The approach is suitablefor a multidisciplinary and multicultural organization as a managercan implement varying decisions to suit each independent group.


1.Self-motivation – managers should be capable of performing theirduties with little supervision. In addition, they should also bedetermined to assist employees to excel irrespective of his herskills level

2.Integrity and trustworthiness – the supervisors wins the society’strust as they use available resources efficiently to their benefit.Besides, they should give interests of an organization prioritythrough listening and implementing propositions of employees withvaluable propositions

3.Mediator – managers acts as the bridge for relaying informationfrom the employees of the board of directors and vice versa- from thedirectors to the junior staff

4.Industry knowledge –skilled leaders should have vast experience inhandling both the staff and clients of a healthcare organization, aswell as solving daily challenges that occur in a healthcare setting

5.Dependability – reliable managers are capable of accomplishingtheir duties on time, arriving at work on time and staying late whennecessary to solve organizational issues. Besides, employees andcustomers should be capable of accessing the individual in case ofemergencies

6.Calm and composed – healthcare industry can be a stressingenvironment hence, managers should be able to handle volatilesituations with calmness and relaxed emotions

F.TheResults of Inefficient Leadership and Management Traits and Theories

1.Provision of irrelevant services that place clients’ lives at risk

2.Organizations have unachievable missions and visions

3.Healthcare organizations collapse because managers lack the skillsfor coordinating, organizing, controlling and planning the businessaffairs.


SharmaM.K. &amp Jain, S. (2013). Leadership Management: Principles,Models, and Theories. GlobalJournal of Management and Business Studies,3(3). pp. 309-318.

Sharma&amp Jain (2013) asserts that leadership and management aredifferent skills, but they complement each other. Individuals incharge or running a multidisciplinary, and multicultural healthcarefacility require effective integration of the skills in order toachieve excellent performance. The authors conclude that eitherleadership and management skills can be learned through regulareducation, or it can be a natural talent.

SingerS.J., Hayes J.E., Gray G.C. &amp Kiang M.V. (2014). Makingtime for learning-oriented leadership in multidisciplinary hospitalmanagement groups.Health Care Management Review.

Thepurpose of the review is identifying valuable interdisciplinarylearning that skilled managers should acquire in order to run amulticultural and multidisciplinary healthcare environmenteffectively. The authors based their research on multipleobservations, present, and past staff surveys, as well as archivedemployees’ performance information. The broad scope of data makesthe findings reliable.

BassB.M. &amp Bass R. (2009). TheBass Handbook of Leadership: Theory, Research, and ManagerialApplications.Simon and Schuster.

Thebook summarizes skills that make a great leader using a comprehensiveand straightforward approach. The information contained in the bookis credible because the author is a professor in management andleadership skills. In addition, the literature is updated as thecurrent edition is the third sequel in thirty-three years.

Leatherman,D., &amp EBSCOhost. (2008). Qualityleadership skills: Standards of leadership behavior.Amherst, Mass: HRD Press.

Thisbook focuses on the essential skills that managers can use to empoweremployees to develop their careers in a diversified workplace. Thebook offers a comprehensive ‘how-to-do-it’ manual that managerscan use to develop employees working in multidisciplinary andmulticultural health care settings. Unlike other books that usetheories to propose training standards, the author offers practicaltraining skills that he has acquired while working in real lifeenvironment.

French,R. (2011). Organizationalbehaviour.Hoboken, N.J: Wiley.

Thisbook focuses on human behaviors in a multidisciplinary professionalenvironment. The authors have drawn examples from real-world andpractical situations inspired by theoretical research. The author isan economic specialist hence he has vast understanding of efficientmanagement of human labor to acquire maximum yields from their labor.


SharmaM.K. &amp Jain, S. (2013). Leadership Management: Principles, Modelsand Theories. Global Journal of Management and Business Studies,3(3). pp. 309-318.

BassB.M. &amp Bass R. (2009). TheBass Handbook of Leadership: Theory, Research, and ManagerialApplications.Simon and Schuster.

Leatherman,D., &amp EBSCOhost. (2008). Qualityleadership skills: Standards of leadership behavior.Amherst, Mass: HRD Press.

SingerS.J., Hayes J.E., Gray G.C. &amp Kiang M.V. (2014). Making time forlearning-oriented leadership in multidisciplinary hospital managementgroups. HealthCare Manage Review.

French,R. (2011). Organizationalbehaviour.Hoboken, N.J: Wiley.