Leadership in Healthcare - Essay Example

?LEADERSHIP IN HEALTHCARE My Vision My vision is to become a Chief Executive Officer of a charitable organization providing care for people with learning disability by changing or improving the way care is provided for the people through transformational leadership. This vision was inspired by several personalities in my life that moulded my affinity to people with this type of disability. My interest was piqued by several encounters with people with learning disability and after realizing the difference I can make through my knowledge and innate talent in motivating and transformational leadership I decided to be a Chief Executive Officer of an organization that provide service to people with this kind of disability. Today’s culture not only considers people with learning disability like pariahs of our society more often than not they are treated with disdain or the object of jokes and ridicules. My organization will help them overcome their challenges through transformational mentoring and coaching. The same style of care shall be the main onus of my leadership style as I become a Chief Executive Officer of my organization that will be moulded as a caring and nurturing service provider. Goals Specific Steps to Achieve my Personal Vision Time Scale Working in the NHS Now Self Development On going Gaining Confidence On going Support System: Positive Support From Hindrance in Achieving my Vision My Family Financial Constraints Friends Time Factor Colleagues in Leadership Roles Personal development/Educational Credentials My Expertise Gender Action Plan: Start searching for sources of funds in preparation for my continued education Start setting aside a portion of my salary to augment and support whatever I can source out Take advantage of opportunities that will enable me to gain knowledge and experience Subscribe to journals and search out other online journals that are related to Health Services Management. Source of Inspirations: The lives of successful women and the road they have to thread in order to be the best at what they do. My Family What I want to be and the ultimate goal of my profession Education and Learning Needs Knowledge and Skills in Finance and Accounting, Human Resource and Legal Aspect of Health service provisioning. Leadership and Mentoring, Intimate knowledge in Health Services Operations My Relevant Professional Experience, Qualifications and Skills:” NVQ3 Bsc Health Promotion Areas that I need to develop and Education I require: I need a Masters Degree in Health and Social Care Management I need credentials in finance and accounting I need to develop skills in human resource management Action I can take to gain the necessary experience, skills and qualifications: Need to look for any kind of available opportunity that will increase my skills and experience. I need to complete my Master’s Degree in Health and Social Care Management Goal: To Promote Self Development Time Frame - Deadline Specific Steps Required to achieve Goal Now Adopting an attitude of constant learning Now Start applying for a place to do a Masters Degree Now Continue being a leader in the workplace that will help in my mentoring and coaching skills Now Continue being a leader at Church and the youth organization Goal: To Work as a CEO Time Table - Deadline Specific Steps Required to Achieve Goal Now I need to create a needs base proposal that can be given to possible stake holders for possible funding Now I need to conduct a needs based analysis of the Hospice Care I will create Now Make an inventory of possible donors that can be approached for funding purposes. Rationale The Chief Executive Officer position is not only responsible for the operation, financial and resource allocation of an organization but he is also responsible for the sources of funding its acquisition and the reportorial requirement imposed by donors and agencies (Carey, Ogden, & Roland, 2000). The Chief Executive Officer’s responsibility includes and extends to every fiber and sinew of the organization (Goldsmith, 2009). The operation and culture of the organization not only reflects the personality of the Chief Executive Officer but also his character and style of leadership (Monte, 2006). The Chief Executive Officer also drives the direction of the organization, its development and the manner in which its goals and destination is arrived at (Bragg, 2011). The stock knowledge therefore of a Chief Executive Officer should include know how in Accounting and Finance and his skills should consist Leadership and Mentoring (Bracksick, et al., 2011). His industry knowledge should be intimate and at a depth that would enable him to strategically plan the direction of the organization (Zuckerman, 2012). The efficient operation and the effective use of reports to arrive at the correct decision are not learned overnight thus it would be prudent to gain experience if not spot talents that has the experience to assist the Chief Executive Officer (Atwood, 2007). The Chief Executive Officer position is not only endowed with so much power and control over an organization he is also culpable and liable before the government agencies with regards to the conduct of his organization (Carver & Carver, 2009). Thus his knowledge about all the subjects, topics stated herein should not only be passable but absolute. His intimate knowledge of the organization should not only be limited to the reports that are handed to him but his knowledge should extend beyond what the numbers present (Conger, 2009). Legal, Human Resources, Accounting and Finance Skills Accounting and Finance is an essential knowledge in order for the Chief Executive Officer to have absolute fiscal control over the entire organization (Tarantino, 2008). Having fiscal knowledge includes intimate familiarity with all the required financial reports accepted in the industry and by government regulatory body (Silverman, 2008). It should be noted that in case of legal entanglements the Chief Executive Officer is the final arbiter and final authority when it comes to spending. Thus he is not only absolutely liable but it is incumbent upon him to be responsible for every amount spent (Biegelman & Biegelman, 2008). It is therefore imperative that I learn a little bit of accounting and finance to ensure that the organization I will be leading will not only comply with the requirements of the law but also the requirements of the funding agencies that provides the funds to my organizations (Widmer & Houchin, 2000). I acknowledge that being a non-profit organization, the reportorial requirement about the fiscal spending of my organization is not limited to the requirements of the government the Internal Revenue Service in particular but also that of the funding agency to ensure transparency. My knowledge in accounting should include accounts payable and disbursements which I will need in the day to day operation of my organization. Both these accounting processes are needed in the procurement of necessary materials needed in the day to day operation of the organization in order for my staff and myself to take care of our charge. I should also be knowledgeable in materials management, inventory and stocking to ensure that the inventory level of my organization is properly accounted for at all times. Not only are the inventory levels known to me but also the storage requirements should also be known to me to ensure that waste due to improper storage is prevented (Braadham, 2009). My financial ability should likewise be appraised and updated to ensure that I will be equipped to effectively budget the finances of my organization. I should be able to provide reports at any time to stakeholders should they require it to maintain transparency and openness with regards to the spending of my organization. I need not have formal training nor have the credentials in finance and accounting for me to be effective in my role as the Chief Executive Officer of my organization thus, short courses in finance and accounting will do. I should also attend seminars with regards to effective human resource management to increase my skills and knowledge about it. The knowledge is necessary to ensure that I am equipped to manage my manpower and spread it in shift to ensure that at all times the most efficient number of nurses or employees are in attendance should the need arise for it. Skills and knowledge about human resource management is also necessary in order for me to determine and uphold their rights under the law. My employees and I should be partners in ensuring the success of my organization. Since my organization is in the business of providing care, it is imperative that I will also be knowledgeable in law with regards to my duties and responsibilities over my clients. My knowledge should extend beyond what is provided by law, but my knowledge should be within the boundaries of law to ensure that the conduct of my staff and the organization as a whole is in accordance with the requirements of the law. Barring any exigent requirements, I would ensure that the service my organization provide is not only beyond the best that the industry can provide, My knowledge in law should include my reportorial requirements and what is expected from me by the government as the Chief Executive Officer of my organization (Hernandez, 2009). Leadership and Mentoring As the Chief Executive Officer I should not only be the manager of my organization including my staff or employees, but I should also be their leader that enables my team not only be better employees but also be prepared for their lives beyond my company. It is my aspiration that every employee of my organization learns and be professionally uplifted in their stint in my company. Their tenure in my company should be considered as temporary by them since I will ensure that their long view of their professional careers should include being owners of their own businesses. It should be noted that managers manages the resources of the organization but leaders lead people to inspire them (Charan, 2008). Being a mentor I will also coach and transfer my knowledge to my employees to ensure that my organization can function even without me. By enabling them to be knowledgeable as I am I will also be empowering them and providing them the knowledge required to be in the same level as I am. Being a mentor includes looking for several possible replacements for me within my company. This strategy may seem precarious at the onset however this strategy will enable me to have peace of mind whenever I am not within the premises of the company. This strategy will also enable me to be responsible for more organization than the current one I am managing. By making sure that I have time for more responsibilities because of my mentoring style I will make myself available for promotions if not greater responsibilities. I understand that mentoring and leading maybe different from managing which is the actual role of the Chief Executive Officer but since my organization is in the business of providing service it is expected that I lead people rather than manage resources (Murphy, 2009). Operations Management Although there may be a possibility that a Chief Operations Officer maybe hired by me I would like to be intimate with the management of the operation of my organization. My management style will include metrics gathering that will reveal performance issues, and quality of service issues including but not limited to service satisfaction of my clientele. Fiscal and cost efficiency metrics shall also be gathered (Hill, 2011). Strategic Planning An intricate part of the budgeting process should be considered and discussed in the strategic planning I will conduct with all my staff in attendance. I will be getting their concurrence and buy in with regards to my organization’s direction and goals within the fiscal year. The strategic plan should be in accordance with the vision of my organization and the way we execute the plans that will attain our goal should be in accordance with our mission (Tracy & Bradford, 2000). Once the direction and the strategic plan is in place each employee shall be given their own key result areas that they will agree on individually. They will commit to the execution and completion of the key result areas. This will ensure that when all employees’ key result areas are completed the company’s goal has also been achieved (Fogg, 2010). Once everybody’s key result areas are formulated, each employee will now be given a free hand to determine the kinds of resources he would need in order to attain and complete their own key result areas. This budgeting process will ensure that the financial resources are known at the onset (Birnbaum, 2004). Operations Plan My operation plan will include metrics gathering that will determine Employee Performance. This will cover the completion of their key result areas as determined by the key performance indicators of their key result areas. The metrics will include attendance that will determine if the correct number of personnel is in attendance as budgeted and required by the demands of the clients or the organization’s operation (Prince, 1998). Employee Performance Metrics should also include completion of their tasks on a daily basis that will determine if they were able to provide exceptional service to their respective assignments. Theoretically speaking if the employees were able to complete their tasks that are designed to provide excellent service they have provided in theory an excellent service to their charge. It should be noted that all key performance indicators should be agreed on by the employee and me to ensure that all task listed in the key performance indicators are doable (Murphy, 2009). Another Metrics that will be monitored to ensure the excellent performance of the employees are their own professional growth. As part of my mentoring program or strategy I will make sure that every year all employees are mandated to complete a professional enrichment program that will make them marketable as far as their curriculum vitae is concerned. I will encourage them to increase their knowledge and this effort will be part of their key result areas or their performance (Maister & Maister, 1997). As stated in order to have better fiscal control as part of the strategic planning budgeting will also be included. This will result in a more controlled spending that is in accordance with the goals and strategy of my organization. Maintaining or spending within the budget will also be included as part of the performance of the employees. Another operational strategy that I will institute within my organization is Service Satisfaction. In this vain a survey will be conducted amongst the clients, their family to determine if they hare satisfied with the kind of service my staff, and my organization is giving them. As basis the standard given by the industry will be the baseline of the survey. Bibliography Atwood, C. G., 2007. Succession Planning Basics (ASTD Training Basics Series). 1st Edition ed. New York: ASTD Press. Biegelman, D. R. & Biegelman, M. T., 2008. Building a World Class Compliance Program:Best Practices and Strategies for Success. 1st Edition ed. New York: Wiley Books. Birnbaum, B., 2004. Strategic Thinking: A Four Piece Puzzle. Washington: Douglas Mountain Publishing. Braadham, J., 2009. The Truth ABout What Non profit Boards Want: The Nine Little THings that Matter Most. 1st Edition ed. New York: Wiley. Bracksick, L. W., Hillgren, J. S., Schroyer, F. & Scattaregia, J., 2011. Preparing CEOs for Success: What I Wish I Knew. 1st Edition ed. New York: HJ Heinz Company. Bragg, S. M., 2011. The New CEO Corporate Leadership Manual. 1st Edition ed. New York: Wiley. Carey, D. C., Ogden, D. & Roland, J. A., 2000. CEO Succession: A Window on how boards can get it right when choosing a new Chief Executive. Boston: Oxford University Press, . Carver, J. & Carver, M., 2009. A Carver Policy Governance Guide, Adjacent Leadership Roles: CGO and CEO (J-B Carver Board Governance Series). 4th Edition ed. New York: Jossey-Bass. Charan, R., 2008. Leadership in the Era of Economic Uncertainty: Managing in a Downturn. 1st Edition ed. New York: McGraw Hill. Conger, J. A., 2009. Boardroom Realities: Building Leaders Across Your Board (Jossey-Bass Business and Management). 1st Edition ed. New York: Jossey Bass. Fogg, D. C., 2010. Team-Based Strategic Planning: A complete Guide to Structuring, Facilitating and Implementing the Process. 1st Edition ed. Washington: Create Space. Goldsmith, M., 2009. Succession: Are you Ready? (Memo to the CEO). 1st Edition ed. Boston: Harvard Business School Press. Hernandez, R., 2009. Strategic Human Resource Management in Health Services Organizations. 3rd Edition ed. New York: Delmar Cengage. Hill, A. V., 2011. The Encyclopedia of Operations Management: A Field Manual and Glossary of Operations Management Terms and Concepts. 1st Edition ed. New York: FT Press. Maister, D. H. & Maister, D., 1997. Managing The Professional Service Firm. 1st Edition ed. New YOrk: Free PRess 1. Monte, D. A., 2006. The CEO's Blueprint: 10 Steps to Constructing Company Culture. 1st Edition ed. Dublin Ohio: BookSurge Publishing. Murphy, S., 2009. Leading, Coaching and Mentoring the Team: A How-to Guide for Medical Practies (Maximizing Performance Management). New York: Medical Group Management Association/Center. Prince, T. R., 1998. Strategic Management for Health Care Entities: Creative Frameworks for Financial and Operational Analysis. 1st Edition ed. New York: Jossey Bass. Silverman, M. G., 2008. Compliance Management for Public, Private or Non-profit Organizations. 1st Eidtion ed. New York: McGraw Hill. Tarantino, A., 2008. The Governance, Risk and Compliance Handbook: Technology Finance, Environmental and International Guidance and Best Practices. 1st Edition ed. New York: Wiley Books. Tracy, B. & Bradford, R. W., 2000. Simplified Strategic Planning: The no-nonsense guide for busy people who want result fast. 1st Edition ed. New York: Chandler Press. Widmer, C. & Houchin, S., 2000. The Art of Trusteeship: The Nonprofit Board Members Guide to Effective Governance. 1st Edition ed. New York: Jossey-Bass. Zuckerman, A. M., 2012. Healthcare Strategic Planning (ACHE Management Series). 3rd Edition ed. New York: Health Administration Press. Read More