Many of us in the healthcare sector have had our shares of hectic schedules. How many coffee breaks and lunches have we skipped just to get all our work done for the day? We have stopped counting. Most times we feel we are robbed of precious hours that we could have spent somewhere with our families or just for “me” time. Organizational stress usually happens due to overload brought about by change.
Enforcing change as part of process improvement is one thing, and getting people to change the way they think and act to embrace the change is another. The latter is such a humongous to an almost impossible task for the senior management. Getting employee buy-in becomes like chasing the end of a rainbow.
Maintaining centralized document management in healthcare is a necessity if you want to get through an audit. A manager who is unable to locate a relevant document can be viewed as incompetent and disorganized by surveyors during the accreditation process. Do you ever contemplate how to improve your organization’s document management system?
In the management of an organization, managers often fall into the temptation of relying on what they see to assess an employee’s performance. Come the time for their performance appraisal, that employee is given an excellent rating and high ranking even if they do mediocre work. This is a big mistake.
Have you ever received or completed a performance evaluation that had no meaning or input regarding how you or your employee was actually performing? In the last ten years, organizational functions that are responsible for performance management and employee evaluations have taken a step back and re-evaluated their approaches to this process.
Are you a charge nurse? A Recruitment Manager? A laboratory head? Or do you know someone who is?
These are the leaders who are in the middle management. They are not CEO’s and directors. They are not staff either. But they stand somewhere in between these extreme levels in the hierarchy. While it’s true that being in the position carries with itself some prestige, honor and a pay grade higher than those of the staff, lives of middle managers aren’t at all that easy.
When there is talk about hierarchy in the healthcare setting, it is more than just the structure of an organization. Hierarchy is often highly associated with ego, power, status and even money. A lot of health care workers complain about a one-sided flow of communication, with a focus on following orders and protocols, and less on finding solutions as a team
When you think of the word health care, what comes to mind? I bet that there will be myriad answers. Why? Because the health care as an industry is expansive. Health care has always been a complex inter-weaving of providers, patients, consumers, regulations, and job-related functions from organizational shareholders within a company to employees completing direct task related job responsibilities.
Whether you view them as a melting pot or a smorgasbord, your workforce, your competition, and your customer base are all becoming more diverse by the minute. How do you cook up a team and a kind of service that will appeal to everyone at the table and still be ahead in the race towards becoming a high-reliability organization?
Internal communication.
It is the web that holds everything in an organization together. Sending and receiving meaningful messages is integral to an organization as air is vital to human survival. It is the bottom line of all systems, processes, and workflows. It is the common connection that keeps people working together. Here's a symptom checker for your internal communication system to see where your organization stands.
There cannot be positive change unless a group of dedicated people act accordingly and work strongly towards a single vision. If we are to make one thing as a common denominator that would highly benefit transformation efforts, I would have to say look into the advantages of collaboration tools. What qualities should you be looking for in a collaboration tool?
The power of employee recognition in achieving organizational excellence is universally recognized in many types of organizations. Recognition drives productivity and reinforces and rewards positive behaviors and outcomes. The primary purpose of employee recognition is to foster engagement and to see tasks and accomplishments that garnered credit repeatedly done over time. It creates a clear picture of the right culture that leads to the attainment of goals. Having recognition programs is not enough. There are ways on how to properly recognize employees.
