Achieving Strategic Consensus in the Hospital Setting: A Middle Management Perspective

Pappas, James M.; Flaherty, Karen E.; Wooldridge, Bill

doi:10.1080/00185860309598011

Cited by 14 publications

(11 citation statements)

References 17 publications

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“…In this regard, middle managers "perform a coordinating role where they mediate, negotiate, and interpret connections between the organization's institutional (strategic) and technical (operational) level" (Floyd & Wooldridge, 1997, p. 466). As such, a manager's mediating role encompasses the exertion of influence downwards as well as upwards in the organization (March & Simon, 1958;Pappas, Flaherty, & Wooldridge, 2003). In addition, middle managers also operate at the external boundaries of the organizations by interacting with customers (Thompson, 1967), stakeholders (Mintzberg, 1993), and community citizens (Busher, 2006).…”

Section: Education Reform In Norwaymentioning

confidence: 99%

“…A fourth mediating function of the superintendent is their serving as a liaison between groups in and across organizations or in professional networks. In this role superintendents may exert influence upwards and downwards in the hierarchy (Pappas et al, 2003). Conditional trust (Tushman & Scanlan, 1981) enables them to successfully mediate in conflicts and accomplish work.…”

Section: Education Reform In Norwaymentioning

confidence: 99%

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International Perspectives on the Micropolitics of the Superintendency

Björk

Browne‐Ferrigno

2016

REAL

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Article Info The rise of globalization compelled national governments to examine how they would adapt widespread social, economic, and political changes to advance their nation's future wellbeing. Most recognized the pivotal role of education in facilitating adaptation to changes unfolding in society and expressed concern about the quality of their education systems and student academic performance. During the last three decades, nations engaged in what is generally regarded as one of the most intense and protracted attempts at educational reform in recent history. National educational reform initiatives initiated in the Nordic countries (Denmark, Finland, Norway and Sweden) and in the United States of America. In many instances, shifts in national education policy altered how school districts were organized, managed, and governed which in turn reconfigured superintendents' roles. An examination of findings from recent nationwide studies on superintendents suggests that decentralization and devolution of decision-making authority to municipal governments, local schools, and parents may have heightened the importance their micropolitical roles in the provision of education.

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Section: Education Reform In Norwaymentioning

confidence: 99%

Section: Education Reform In Norwaymentioning

confidence: 99%

International Perspectives on the Micropolitics of the Superintendency

Björk

Browne‐Ferrigno

2016

REAL

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“…Excellent MLMs, therefore, must make an effort to keep themselves updated, enabling them to coach others, as discussed by Nilson [19] and Pappas et al . [31]. Additionally, Guo and Calderon [27] explain that such a role helps create the informal social underpinning of the social networks through which MLM can build consensus and then direct and promote change to improve departments and organizations.…”

Section: Resultsmentioning

confidence: 99%

“…[40], Pappas et al . [31] and Timmreck [34] add that these relationships provide a platform for high expectations of employee behaviour and are felt to enhance work performance.…”

Section: Resultsmentioning

confidence: 99%

Service delivery in Kenyan district hospitals – what can we learn from literature on mid-level managers?

2013

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BackgroundThere is a growing emphasis on the need to tackle inadequate human resources for health (HRH) as an essential part of strengthening health systems; but the focus is mostly on macro-level issues, such as training, recruitment, skill mix and distribution. Few attempts have been made to understand the capability of health workers, their motivation and other structural and organizational aspects of systems that influence workforce performance. We have examined literature on the roles of mid-level managers to help us understand how they might influence service delivery quality in Kenyan hospitals. In the Kenyan hospital settings, these are roles that head of departments who are also clinical or nursing service providers might play.MethodsA computerized search strategy was run in Pub Med, Cochrane Library, Directory of Open Access Journals Social Science Research Network, Eldis, Google Scholar and Human Resources for Health web site databases using both free-text and MeSH terms from 1980 to 2011. In addition, citation searching from excluded and included articles was used and relevant unpublished literature systematically identified.Results and discussionA total of 23 articles were finally included in the review from over 7000 titles and abstracts initially identified. The most widely documented roles of mid-level managers were decision-making or problem-solving, strategist or negotiator and communicator. Others included being a therapist or motivator, goal setting or articulation and mentoring or coaching. In addition to these roles, we identified important personal attributes of a good manager, which included interpersonal skills, delegation and accountability, and honesty. The majority of studies included in the review concerned the roles that mid-level managers are expected to play in times of organizational change.ConclusionThis review highlights the possible significance of mid-level managers in achieving delivery of high-quality services in Kenyan public hospitals and strongly suggests that approaches to strengthen this level of management will be valuable. The findings from this review should also help inform empirical studies of the roles of mid-level managers in these settings.

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“…[4][5][6][7][8][9][10] Competencies have progressed from generic management, financial, and clinical proficiencies to people management, selfmanagement, and strategic management skills, reinforcing the fact that health care is a "human" industry and inclusion coupled with teamwork is essential to avoiding a risk adverse environment of health care delivery. [11][12][13][14] While competencies can be context dependent and developmental, the Healthcare Leadership Alliance compiled a Competency Directory that provides a common framework and lexicon for a variety of health care managers in a range of roles and settings which serve to define the field [15] and promote an ERM movement.…”

Section: Health Care Managerial Competenciesmentioning

confidence: 99%

Implementation of a sustainable enterprise risk management framework: The Administrator on Duty model

Vila

Buccellato²

2016

JHA

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Background: Today's health care landscape requires a new standard of service delivery aimed at quality outcomes, cost-effective provisions of coordinated treatment, and access to equitable care. This standard has brought emerging risks that pose threats to the operational and financial well-being of health care organizations, especially safety net hospitals. The establishment of enterprise risk management (ERM) programs guided by the efforts of efficacious health care managers will promote deeper risk analysis, engagement of the entire health care organization, and structured, coordinated and cohesive mitigation responses to risk exposures. Objective: To establish and implement an ERM program using the Administrator on Duty (AOD) model that will promote a patient-centric paradigm of care while optimizing organizational performance and mitigating risk and exposure. Results: The AOD model significantly contributes to all phases of ERM, particularly risk identification, risk assessment, risk response and monitoring. The model, as perceived by both AODs and hospital senior leadership, provides tremendous benefits to a health care organization. These include, among many others, a substantial leadership presence, dynamic risk mitigation efforts, continuous education to staff and facilitation of problem solving and conflict resolution. Conclusions: The AOD program is a vital constituent of an ERM endeavor. AODs are pivotal to managing the global risk terrain of a health care organization and play a substantial role in promoting patient, staff and visitor safety while working to ensure potential and actual risk issues are addressed timely and appropriately.

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Achieving Strategic Consensus in the Hospital Setting: A Middle Management Perspective

Cited by 14 publications

References 17 publications

International Perspectives on the Micropolitics of the Superintendency

International Perspectives on the Micropolitics of the Superintendency

Service delivery in Kenyan district hospitals – what can we learn from literature on mid-level managers?

Implementation of a sustainable enterprise risk management framework: The Administrator on Duty model

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