Metropolitan College of New York School for Management

Transcription

1 Metropolitan College of New York School for Management Healthcare Management Purpose 6 Handbook Managing Human Resources In Healthcare

2 Contents OVERVIEW OF THE PURPOSE Purpose deliverables, competencies and their assessment THE PURPOSE DIMENSION The Constructive Action VALUE AND ETHICS DIMENTION Empowerment through the Arts THE SELF & OTHERS DIMENSION Organizational Behavior THE SYSTEMS DIMENSION Human Resources Management THE SKILLS DIMENSION Accounting

3 Overview of the Purpose: Managing Human Resources in Healthcare Having completed purposes 1 through 5, you are now introduced to another important aspect of healthcare Human Resources Management. This purpose involves: 1. Managing human resources, with specific emphasis on the management of these resources in the healthcare field; 2. Using mass media, information channels, media culture; understanding values inherent in the structure and content of new technologies, and the influence of information systems on organizational, social, and individual behavior; 3. Examining corporate and departmental human resources strategy, equal employment law, employee relations, diversity in the workplace, and employee training; 4. Human Resource Management issues faced in businesses by managers in general and in healthcare, in particular; 5. Accounting procedures for payroll; valuation of tangible and intangible resources; 6. Differences between partnerships and corporations; and 7. Analysis and interpretation of financial statements. The Constructive Action This course introduces the student to the Purpose-Centered Education philosophy of the College. It develops an understanding of the linkage between the classroom and the workplace in our healthcare delivery system. It also teaches the student the essential elements of the execution and presentation of the Constructive Action. In this Purpose 6 Constructive Action: Managing Human Resources in Healthcare, students will examine issues critical to the development of effective healthcare through human resources management. Additionally, students will use this

4 Constructive Action to build on previous work and identify areas of potential inquiry for future examination in this area. The Constructive Action for this purpose requires the students to plan, design and implement a human resources management and improvement project. Students will examine a typical human resource department of a healthcare facility (hospital, nursing facility), establish an organizational chart along with job descriptions, identify personnel gaps and deficiencies, and submit a report for improvement. Relevance of Courses to Constructive Action The Values and Ethics Dimension - The business of an arts-related organization is governed by aesthetic as well as commercial concerns. The management of artistic innovation, production, dissemination, consumption and preservation thus requires both commercial and aesthetic sensitivity, insight and leadership. The course explores arts as a growth industry and traces the development of institutions and their management. It examines the way art organizations function for profit versus nonprofit organizations, arts administration, organization, marketing and funding. Special emphasis is placed on the art-business relationship and management of cultural organizations. In The Self and Others Dimension - Organizational Behavior (OB) is an interdisciplinary field drawing from numerous disciplines including psychology, management, sociology, organization theory, social psychology, statistics, and many others. This course helps students to better understand the healthcare field as it relates to understanding and managing people at work. The Systems Dimension - This course is designed to provide an in-depth review and hands-on applications of current Human Resource Management theory and practice. Designed as an active learning experience, the course emphasizes practical learning by doing, through field work and examination of the bottom-line implications of Human Resource Management. It also examines corporate and departmental human resources strategy, equal employment law and employee s relations, diversity in the workplace, employee training and development, trends in compensation and benefits, international human resources practices, and career planning.

5 The Skills Dimension This introductory course in accounting provides hands-on experience using microcomputers as an accounting tool. In addition, it employs tools and techniques for generating accounting information that provides financial information for external users, such as investors and creditors and for the internal business use. Purpose Competencies: This purpose will help students develop following competencies: Apply basic principles of managing human resources in the healthcare field; Use mass media, information channels, media culture and values inherent in the structure and content of new technologies; Assess influence of information systems on organizational, social, and individual behavior; Recognize the role of organizational behavior (OB) as an interdisciplinary (psychology, management, sociology, organizational theory, statistics, etc) field; Explore departmental human resources strategy, equal employment law and employee s relations, diversity in the workplace, employee training and development, trends in compensation and benefits, and career planning; Master accounting procedures for payroll, and valuation of tangible and intangible resources; Differentiate between partnerships and corporations; analysis and interpretation of financial statements; and assess the impact of taxes upon business decisions. Assessment of Competencies: At the completion of this purpose the students should be able to demonstrate the ability to: Understand and make use of principles of human resources management in the healthcare field; Utilize mass media and information channels (Internet) in extracting information for use in human recourses management; Gauge the effect of information flood on organizational, social, and individual behavior; Apply theories of psychology, management, sociology, organizational theory, statistics and others in understanding organizational behavior; Use principles of equal opportunity employment, diversity in the workplace, employee s training and development, trends in compensation and benefits, and career planning in corporate and private organizations;

6 Employ industry financial and accounting procedures for maintaining healthcare business accounts; Differentiate between various business settings and ventures (partnerships and corporations); analysis and interpretation their financial statements; and assess their impact on business decisions.

7 The Purpose Dimension In this 6th semester of study, the performance area or focus of study is Managing Human Resources in Healthcare. In any organization, especially healthcare, human and material resources account for many factors of production. Human resources comprise medical and paramedical staff, administrative and miscellaneous workers. The management, development and retention of this costly resource are paramount to healthcare organizations. The human resource activities primarily include ascertaining staffing needs, developing job descriptions, recruitment, training, professional development, providing benefits, and several other aspects. In the Purpose class, students will learn to apply this knowledge and carry out a Constructive Action. The Constructive Action demonstrates progress relative to the performance area in this case, a personal plan of action. Its implementation furthers students development as healthcare professionals and assists in formulating appropriate career plans as healthcare marketing specialist. The Purpose classes provide a weekly work group in which the Constructive Action is planned, implemented, and evaluated, and through which students begin to apply the theories, concepts, and experiences of the classroom to actual job situations. This leads to increased self-confidence and effectiveness at work. The Constructive Action is both a planning tool and a problem-solving method. Constructive Action Assessment Students will be assessed based on their use of the Objectives in a well-planned and executed Constructive Action to achieve the Purpose. Special attention will be given to the following: 1. The integration of theory in the Constructive Action. 2. The quality of the written document. 3. Timely submission of work to permit monitoring and supervision. 4. Class attendance.

8 Overview of the purpose The CA for Purpose 6 focuses on Managing Human Resources in Healthcare. The goal of this purpose is to develop students understanding and skills for developing and managing human resources in the healthcare field. The healthcare industry is unique in the sense that it employs staff with diverse background and duties: medical, paramedical, laboratory, administrative, public relations, psychology, sociology, and nutrition, etc. Management of this complex but the most important resource requires both knowledge and skill focused on healthcare industry. Overview The weekly seminar serves as the workshop for the Constructive Action. Classes and individual sessions with students center on discussions of the processes and materials necessary to accomplish the project for the purpose. A. Planning phase: Addresses questions like: How can I define and study different healthcare human resources management systems? How can I define a human management related problem within diverse healthcare system? How can I establish an appropriate strategy for improving healthcare human resource management? B. Choose the best goal Based on the need analysis, identify goals for improving the effectiveness of healthcare human resources management. Taking into consideration possible outcomes, time frame, resources, risks, constraints, and my own learning and career needs, which of the possibilities I have reviewed provides the best opportunity for a Constructive Action? What short-term and long-term goals am I working towards regarding improving human resource services?

9 What further information do I need in order to enact my plan of action? What theories do I intend to use to support my plan and actions? Maintain a critical log, or record of all strategic processes with an evaluation of each recorded event to facilitate revision of the plan if necessary. Explain how your newly acquired knowledge is being used to achieve the purpose. C. Agree on a Plan Based on your study of effective management, develop a plan to meet your goals, which includes objectives, realistic strategies and an evaluation scheme. 1. Objectives: Break down your short-term goal into specific measurable objectives. It may be helpful to write objectives for each Dimension, depending on your goals. 2. Strategies/Actions: List the actions you will take to reach your objectives for the purpose. There should be at least one strategy for each objective. These actions should be as concrete and practical as possible. You may also suggest alternative strategies or multiple strategies for any one objective. Analyze resources and constraints relevant to the accomplishment of each strategy. 3. Evaluation Plan: Describe the criteria or benchmarks to be used to monitor progress toward achieving the Constructive Action goal and objectives. Exactly how will you know whether or not your strategies have helped you to meet your objectives? Describe the methods to be used for determining whether these criteria have been met. There should be at least one measure for each objective and each strategy. Measures should be both quantitative and qualitative. Evaluation criteria may be altered during the implementation phase. Implementation Phase d. Carry out the plan. Monitor progress and use of knowledge. Change plan as needed. Maintain a record of your activities. Evaluate developments. Change plan as required. Explain how your newly acquired knowledge is being used to achieve the purpose.

10 Assessment phase: e. Assess results and plan next steps. Review and evaluate your accomplishments regarding your management initiative within the health care workplace. Questions to be answered in this section include: 1. Did you achieve your objective? If not, how far did you progress? 2. What objectives were realistic? Were some abandoned or redefined? 3. What strategies worked? Would you use them again? Which did not work? 4. By enacting your management initiative, what did you learn about yourself? And the process? Background Research Students will conduct a Literature Review, in which they will summarize and critically evaluate a substantial number of sources, i.e., books and journal articles, which explicitly deal with the Purpose theme: Managing Human Resources in the Healthcare Industry. Students will show evidence of effective research skills, providing relevant bibliographical information as well as proper citation methodology. Assessment of CA The purpose 6 CA will be assessed based on: Overall success of implementing the project successfully; Quality of project report; and Final Presentation.

11 Purpose Dimensions The Value and Ethics Dimension: Empowerment through the Arts Overview The business of an arts-related organization is governed by aesthetic as well as commercial concerns. The management of artistic innovation, production, dissemination, consumption and preservation thus requires both commercial and aesthetic sensitivity, insight and leadership. This course explores the arts as a growth industry and traces the development of its institutions and their management. It examines the way arts organizations function for profit versus nonprofit organizations, arts administration, organization, marketing and funding. Special emphasis is given to the art-business relationship; the management of cultural organizations; the management of one s career as an artist; philanthropy and volunteerism; government involvement and the arts; and current developments affecting the arts and issues of arts administration. Objectives: At the end of this course, the student should be able to demonstrate the ability to: 1. Define basic art-related terminology and its historical context; 2. Understand the field of arts administration; 3. Analyze various artistic organizations and their operations; 4. Define the practices and strategies of commercial art markets; 5. Evaluate the effectiveness of a for-profit vs. non-profit organizations. Relationship to Constructive Action The course focuses on art related functionality of the organizations, cultural diversity and values and as such relates to this Purpose 6 Constructive Action dimension.

12 The Self and Others Dimension: Organizational Behavior Overview Organizational behavior (OB) is an interdisciplinary field drawing from numerous disciplines including psychology, management, sociology, organizational theory, social psychology, statistics, and many others. Organizational behavior is a horizontal discipline, cutting across almost every job category and functional area. This course will help students to better understand the field as it relates to understanding and managing people at work. Objectives At the end of this course, the student should be able to demonstrate the ability to: 1. To interact more effectively with people in organizations; 2. Manage Human Services, Accounting, and Media management; 3. Discover human resources potential and how organizations manage their human capital resource. Relevance to Constructive Action As the course provides a broad spectrum of theories of organizational behavior and integrates numerous disciplines - psychology, management, sociology, organization theory, social psychology, statistics into organizational management practice, it not only provides view of self but others in the organization also and forms pivotal dimension of purpose 6 Constructive Action.

13 The Systems Dimension: Human resources Management Overview This course is designed to provide an in-depth review, with hands-on applications, of current Human Resource Management theory and practice. It is also designed to be an active learning experience --- emphasizing practical learning by doing, through field work, and through an examination of the bottom-line implications of Human Resource Management. The course examines corporate and departmental HR strategy, equal employment law, diversity in the workplace, employee training and development, employment compensation and benefits, international HR practices, and career planning. Objectives At the conclusion of this course, students should be able to demonstrate the ability to: 1. Identify key Human Resource Management issues in today s businesses ; 2. Identify key stakeholders and constituents to whom human resources must typically relate; 3. Utilize field work study as a method of human resource area; 4. Perform structured analysis in human resources utilizing the human resources Scorecard; 5. Demonstrate a basic understanding of human resource terminology. Relevance to Constructive Action The course deals with corporate and departmental human resources strategy, equal employment law and employee relations, diversity in the workplace, employee training and development, compensation and benefits, as well as international human resources practices and career planning. Hence, it forms basis of Purpose 6 Constructive Action of Managing Human Resources in Healthcare.

14 The Skills Dimension: Accounting Overview The course provides students with the basic knowledge of accounting using computers as an accounting tool. It focuses on hands-on applications for computing financial information and other accounting functions such as profit-loss account, balance sheet and others used as indicators of financial health of a company. Objectives 1. Gain an understanding of the role of accounting in supporting managers in making resource allocation decisions; 2. Examine in depth the production, analysis and interpretation of accounting information; 3. Compute financial indicators to gauge financial health of businesses and companies.. Relevance to CA This course pertains to computing salaries, benefits, share values, vacations compensation, health and general insurance all having financial implications. Hence, the course has direct bearing on the Purpose 6 Constructive Action Managing Human Resources in Healthcare Field.

15 Required Texts Shi, L Managing Human Resources in Healthcare Organizations. Jones and Barlet Publishers. Fallon, L. F. and McConnell, C. R Human resources Management in Healthcare: Principles and Practice. Jones and Barlet Publishers. Krietner, Robert & Kinicki, Angelo Organizational Behavior, 7th Ed. McGraw- Hill. Dessler, Gary Human Resources Management, 10th Edition. Pearson Prentice Hall. Williams, Jan, Haka, Sue, Bettner, Mark S. and Carcello, Joseph V Financial and Managerial Accounting, 15th Edition. McGraw-Hill Higher Education. Career Websites