Leadership in Health Organizations

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Leadership in Health Organizations

• Rafaela R Robles, EdD
• Carmen Andújar, BA
• Institute of Research, Education,
• and Services of Addiction (IRESA)
• Universidad Central del Caribe Bayamon, Puerto
  Rico

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Introduction

• Organizations are complex systems of interaction
• Small
• Large
• One unit (e.g.. hospital)
• Multiple Units (e.g. medical center)

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Introduction

• Organizations differ in their outcomes and ways
  they obtain those outcomes
• Universities and Hospitals
• Want to have outcomes related to societys norms
• Health
• Education
• Prisons
• Use coerciveness to get rehabilitation to the
  inmates
• Industry
• Outcomes equal to money

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Goal

• Identify the different organizational elements
  that leading management or change agents need to
  know to be effective in introducing innovations
  and change in organizations.

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• Regardless of what methods we use to get the
  outcomes, we need to understand 3 important
  elements in the organization
• Structure
• Process/ Climate
• Culture

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The Structural Level

• Multiple forces impact the organization
• Organizations are not static, but rather changing
  entities
• Organizational environments require that
  organizations have absorptive capacity

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The Structural Level

• Structures are the web of relationships in
  organizations
• Multiple levels of the organizational structure
• Highest level governing board and executives
• accept the mission and establish strategies and
  administrative structure to carry out the mission

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The Structural Level

• Multiple levels of the organizational structure
• Mid level divisional or department managers
• translate organizational strategies and goals
  into operating program policies, procedures and
  staffing complements

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The Structural Level

• Multiple levels of the organizational structure
• Lowest level technical core
• generates the organizational products or services

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Change at the Structural Level

• Relationship between the organizational structure
  levels and the strategies used to coordinate
  efforts between levels creates the atmosphere and
  circumstances which may either IMPEDE or
  FACILITATE the introduction of change and
  innovation

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Change at the Structural Level

• Regardless of the type of organization, it is
  important to understand the linkage of influence,
  barriers, and facilitators across the
  organizational levels.

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• The organizational process components make up the
  organizational culture

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Change at the Process level requires

• changing attitudes towards change and risk taking
  
• adoption and assimilation of traditions, and
  commitment

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Organizational Climate

• Can account for nearly ? of organizational
  performance
• Is highly related to how controls are handled
• How decisions are made
• How new innovations are introduced
• How conflict and crisis are addressed

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Organizational leadership

• The capacity to take the opportunity and the
  circumstances to promote change at both the
  process and structural levels of the organization

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Characteristics of an Effective Leader

• Has a legitimized role within or outside the
  organization
• Detects the need for change
• Has a group of supporters, such as formal or
  informal leaders
• Knows the culture of the organization
• Committed to and profoundly believes in the need
  for change
• Knowledgeable about the product
• Understands the need and ways for collaboration

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Change at the Structural Level

• To understand the effective use of pathways and
  strategies to exert a leadership role we must
  address
• the types of relationships between these
  different structural levels of the organization
• the ways in which conflicts can be dealt with or
  resolved

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Change at the Structural Level

• It is important for the leader to understand
• who can support the innovation
• what structural level of the organization has had
  previous experiences with innovations

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Characteristics of Change or Innovation

• Leaders not only need to understand the
  complexity of the process and structure of
  organizations but also the characteristics of the
  products, services or programs they want to
  change or introduce

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The Process of Implementation

• For an implementation process to be effective it
  must be
• Collaborative
• Multidisciplinary
• Coordinated
• Participatory
• Have economic resources available
• Working with all levels of the organization
• Promoting continual feedback and evaluation

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Characteristics of Change or Innovation

• Characteristics
• Advantages for the organization or any of its
  levels
• Compatibility with organizations structure,
  processes, mission
• Complexity (multiple units such as department,
  services)
• Trial ability, start in limited capacity (e.g.
  proceed to other levels)
• Observable (the change is visible)

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Characteristics of Change or Innovation

• Characteristics
• Reinvention, adapt and refine to ensure the needs
  of the organization are being met
• Science based and driven on theory
• Ecologically based (work with socio-cultural
  factors)
• Risks (particularly economic, and the innovations
  to help or hinder performance)
• New knowledge required

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Other Factors that Help Leaders in Organizations
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Other Factors that Help Leaders in Organizations
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Other Factors that Help Leaders in Organizations
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Other Factors that Help Leaders in Organizations
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Group Exercise

• Instructions
• Divide into groups
• Identify these four aspects in your organization
  or a hypnotically one
• Organizational Culture how things are done in
  this particular organization
• Organizational Structure levels of authority
  and administration of the organizational

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• 3. Organizational Process how is innovation and
  change carried out.
• 4. Organizational Leadership capacity to
  promote change and innovation in the
  organization.

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Group Exercise

• Guidelines
• Organizational Culture
• How are decisions made in the organization
• How are innovations and change implemented
• How is conflict and crises address

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• Organizational Structure
• How is the mission and vision communicated
  throughout the organization
• How are strategies and goals translated into
  operated program, policies procedures and
  staffing.
• How do line employees care out the mission, goals
  and strategies

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• Organizational Process
• Identify the factors in an organization that need
  to be considered when implementing the process of
  change or innovation
• Using the criteria established which are the most
  effective ones in your organization

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• Organizational Leadership
• How does the leader create the supportive
  atmosphere to create change and innovation
• What is the most effective leadership style to
  promote change and why
• Prioritize the characteristic of an effective
  leader in your organization

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Conclusions

• Organizations are special systems with multiple
  types of relationships at the individual,
  subsystem or unit levels where the process of
  designing, development, and delivery of products
  and services occurs
• The individual who wants to promote change and
  introduce innovations in organizations needs to
  understand the complexities in terms of the
  organizations ecology, processes, and structure

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Conclusions

• The process of implementing an innovation also
  needs to be pursued carefully, considering the
  organizational characteristics and funds
  available
• The success of the innovator in addressing this
  myriad of considerations will help determine
  whether or not he/she is successful in bringing
  change.

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Change at the Structural Level

• Creating the best atmosphere for innovation and
  changing complex organizations requires the use
  of multiple leadership styles according to the
  circumstances and problems being addressed

Coercive
Affiliating
Authoritative
Coaching